MANAGEMENT REPORT FOR YEAR

2007

a member of Odette International

Groupement pour l’Amélioration des Liaisons dans l’Industrie Automobile

Members of GALIA Board of Directors Names

Companies

Serge AGNERAY

GEODIS INTERSERVICES Director of Automotive Market

Christophe BEGIS

VERNET / Director of Information Systems

François BRUNET

RIETER AUTOMOTIVE FRANCE / Logistic Manager

Jacky COUSIN

GALIA / Director

Dominique de BENGY

RENAULT Manager of The Department Process Organisation

Jean-Philippe de VALMONT

DAHER INTERNATIONAL Director of Automotive Division

Marc PASQUET

MICHELIN / OE Account Executive

Annick GENTES-KRUCH

PSA PEUGEOT CITROËN Director, Control, Performance, Strategy Process (Vice-Chaiman of GALIA)

Michel GODIN

FAURECIA Manager of Purchase Information System

Pierre JACOBS

ARCELORMITTAL CLS Manager (Client Logistics & Services)

François BLANC

VALEO MANAGEMENT SERVICES Group Director, Information Systems

Xavier LANDRY

PLASTIC OMNIUM / Supply Chain Manager

Carlos MARTIN

MGI COUTIER / Information System Manager

Guy MAUGIS

ROBERT BOSCH FRANCE / Chairman

Antoine MOGLIA

AGC FRANCE / EDI Manager

Richard PIMIENTA

RENAULT / Director B2B and Purchase System

Jean-Claude VINCENT

PSA PEUGEOT CITROËN / Director, Resource Management and Supply Security (Chaiman of GALIA)

CONTENTS ORGANISATION OF GALIA

page 2

EDITORIAL

page 3

PRODUCTION OF GALIA

page 4

■ MISSIONS ■ AEREAS COVERED ■ FUNCTIONING/OPERATING MODE

GALIA’S RELATIONSHIPS

page 5

SERVICES PROVIDED BY GALIA

page 6

GALIA/Odette’s ACTIVITIES

page 8

■ THE LOGISTICS DOMAIN ■ THE ENGINEERING DOMAIN ■ THE PRM DOMAIN

PROJECT A.L.F.A.

page 48

PROJECT LogisTIC

page 53

THE ENX NETWORK

page 58

MEMBERS OF GALIA

page 70

1

Organisation of

Jean-Claude VINCENT Chairman

Bruno SCHWEITZER Chairman of Logistics

2

GALIA

Jacky COUSIN Director

Hervé CRIQUY Chairman of Engineering

Michel LE MÉRO Chairman of ENX Users Group

Thierry KOSCIELNIAK Logistics Project Manager LogisTIC Project Manager Communications Managers

Alexandre LOIRE Engineering Project Manager A.L.F.A. Project Manager - National

Sébastien CAILLAU PRM Project Manager

Nadine BUISSON-CHAVOT EDI/ENX Project Manager Informations Systems

Micheline SINSEAU Director’s Assistant Membership. Sales of Standards

Catherine LANGEVIN Assistant for Logistics, Engineering, ENX

Sylvie JEAN PRM Assistant, Communications (publications, events, website) Training Courses

Catherine PETIT Administration Accounting

EDITORIAL Jean-Claude Vincent I arrive at the end of six years of Presidency of GALIA. I lived this experience with passion, pleasure and very simply. We have always had, with Jacky Cousin (Director of GALIA), the concern of the effectiveness/ efficiency and usefulness to our members. I retain some major elements of this period: ■ The renewal of Project Managers (Thierry Koscielniak, Alexandre Loire). ■ An operation mode type “entrepreneur”. ■ Admission within GALIA of Carriers and Logistics providers (LSPs). ■ The strengthening of links with CCFA, FIEV, GS1, TLF… ■ The launching of the national projects A.L.F.A. (to help our SMEs to develop ICT tools used by the automotive industry) and LogisTIC (to implement the recommendations and improve their performance). ■ The assistance of our businesses in their deployments at the International (Romania, Turkey, Iran, Slovakia). ■ The search for synergies and streamlining concerning Odette and other partners. ■ The development of recommendations in relation to the concerns of the automotive industry. ■ The modernization of our communication (Website, GALIA’s Newsletter, Management Report, workshops, “GALIA’s Webinar”, IT providers’ Club…). Despite all this, we must continue our actions and in particular: ■ A refocusing around Odette and certain domains, particularly engineering. ■ The continuation of work on strategic issues such as Counterfeiting, Traceability. ■ The continuing support for our SMEs in more advanced forms. ■ The strengthening of our actions with regional partners. I thank the GALIA’s team, the members of the Board of Directors, the participants and actors work, and wish a good and long way to GALIA.

Jean-Claude Vincent Chairman of GALIA

3

Introduction of

GALIA

GALIA is a French organisation governed by the French law of July, 1st, 1901. It was created in 1984 because of an urgent need for improvements in exchanges between partners in automotive industry. GALIA counts approximately 400 member companies to date: ■ Industrial companies (car makers, equipment specialists and other suppliers) ■ Service provider companies (information, logistics providers, carriers) ■ Organisations

The missions of GALIA are varied ■ GALIA develops recommendations for the product and information exchange between partners of the automotive industry.

■ GALIA contributes in the production of tools in conformity with the specifications of these recommendations.

■ GALIA provides its members with recommendations.

■ GALIA informs the potential users of these tools.

■ GALIA promotes implementation by the automotive industry companies of solutions resulting from these recommendations.

■ GALIA represents and stands up for its members’ interests close to the French, European and international organisations working in the same areas and on the same topics.

Areas covered ■ Logistics ■ Engineering ■ Electronic trade (PRM) ■ ENX (European network, private and secure) ■ A.L.F.A. (Implementation of Information and

Communication Technology in second-tier automotive SMEs) ■ LogisTIC (Référentiel Global MMOG/LE, Étude RFID, Web EDI en XML) ■ LogisTIC (Global MMOG/LE, RFID opportunity studies, Web ED via XML)

Functionning/operating modes ■ The Board of Directors

■ ENX users group

Is composed of 18members (2 from PSA, 2 from RENAULT, 10 suppliers, 2 carriers and logistics providers (LSPs), 2 observers: 1 CCFA, 1 FIEV).

It is composed of a Chairman, one Project Manager of GALIA and representatives of member companies. The Director of ENX participates in this committee.

The Board elects the Chairman, the Vice-Chairman and the Treasurer. ■ The Executive Committee It is composed of the Director and the Projects Managers of each domain. ■ Logistics, Engineering and PRM committees Each committee has a Chairman, a Project Manager of GALIA and representatives of the members.

4

■ The National & Strategic A.L.F.A. Management Committees Each committee is composed by representatives from GALIA regions, representatives from suppliers of rank 1 and 2 and some representatives from regional promoters.

GALIA’S relationships In France GALIA develops relationships with many technical federations and committees particularly: ■ GS1 France (ex. GENCOD), ■ FIEV (Suppliers for Vehicles Industry Federation), ■ CCFA (Automotive French Supplier Committee), ■ CLIFA (Automotive Supplier Connection Committee) composed by FIEV, SNCP, GPA, FIM, FIEEC, Fondeurs de France, ■ CGI (Wholesale and international business),

French Vehicle Equipment Industries

■ Numerous institutional bodies within the scope of the A.L.F.A. project such as MINEFE, Regional Councils, Chambers of Commerce, DRIRE, CETIM, CTDEC, CTN, PN2E, PERFORMANCE 2010, PERFO EST, PPRA, CGS (Ecole des Mines de Paris), Pôle Automobile Région Centre, Pôle d’Excellence Automobile of Champagne-Ardenne, FIEEC. ■ AFNOR (French Association for standardization), ■ TLF (Transport and Logistics companies Association).

Fédération des Industries des Equipements pour Véhicules

In Europe GALIA is the French member of the European body Odette International composed of nine members: GALIA in France, VDA in Germany, ANFAC in Spain, SMMT in England, Odette Sweden, Odette Czech Republic, Odette Benelux, Odette Romania and Odette Turkey.

Dans le monde GALIA takes part in global projects with the AIAG (American) and JAMA/JAPIA (Japanese) organisations.

5

Services provided by

GALIA

Documentation Approximately 150 recommendations have been drawn up since 1984. The members of GALIA can consult all documentation on our site (www.galia.com).

Information Two possibilities are offered by the website: a public and private area. Only members of GALIA can enter the private area. Each month more than 12 000 people consult our site. The monthly “GALIA Newsletter” covers a main topic, a testimony and current news. A specific part has been created for A.L.F.A. project. ■ Conference and forums GALIA can organize an annual conference in France as well as regional forums in collaboration with local partners.

■ “GALIA’s Webinar” Every two months a seminar by Web conference is organized. The aim is to use Internet tools to connect a speaker with an audience of several hundred in their office. ■ It provider club GALIA organizes at least one meeting a year to inform the IT provider members of GALIA of the current and future projects. ■ Collaboration area The solution provider members have an area allocated to them exclusively to present their products to the whole French speaking automotive community.

Training courses The training courses programme is as follows: ■ Introduction to technical electronic exchanges in the automotive industry ■ EDIFACT

■ Global EVALOG (MMOG/LE), practical training course in French and in English

■ Standards used by car-makers (Messages, DN, Labels). Training courses in French and in English

■ Training on Logisitics delmiverables and milestones in a new vehicle programme (in partnership with FIEF)

■ Introduction to XML

■ Consultants A.L.F.A.

■ Engineering training courses (in development) ■ Logistics Key Performance Indicators (LKPI). Training courses in French and in English

6

■ Introduction to Global EVALOG (MMOG/LE). Training courses in French and in English

All details are available on the GALIA website: www.galia.com

Services provided by

GALIA

Homologation of solutions Web EDI makes it possible to exchange data corresponding to particular functional needs (Logistics and accounting) with partners, through forms accessible on a computer and an Internet

connection. GALIA had approved 5 applications in conformity with the Odette e-forms V2 recommendation.

Support If they want, active member companies can be supported by GALIA in implementing all or part of

their logistics or EDI project. The Project Managers of GALIA act as advisers

7

The

LOGISTICS Domain

A word from the Chairman of the GALIA Logistics Committee ”The dynamic initiated since several year in the logistics domain goes on… 2007 will stay the first year where we consider Carriers and Logistics Service Providers with the production of the two first recommendations dedicated to their activities.

Bruno Schweitzer Chairman

Thierry Koscielniak Logistics Project Manager

GALIA is more than ever related to Logistics. There are several reasons to explain this success. Among them, we can point out the following:

■ The quasi systematic formalisation of each recommendation produced of the model of expected benefits, the communication plan or the training kit. ■ The conduction of users surveys which allows a capitalisation of the best practices. ■ The determination of Odette to work on global projects by taking into account the increasing cooperation with similar associations: AIAG in USA and JAMA-JAPIA in Japan. Among the important points in 2007, we can highlight the following: ■ Several new recommendations are issued: 2 at the global level (Global MMOG/LE for Carriers and Logistics Service Providers, Global Logistics Agreement) and 1 at the European level (definition of several Key Performance Indicators for Carriers and Logistics Service Providers). ■ 1 training (in collaboration with FIEV) on Logistics deliverables & milestones in a new Vehicle programme is now in place at the French level. ■ 1 survey was conducted on the benefits related to the implementation of Global MMOG/LE. ■ The promotion of GALIA/Odette standards in Emerging Market has continued (Rumania, Turkey, Slovakia, Iran, Russia...). ■ The launch of a national programme to assist second-tier actors co financed by the French Ministry of Economy, Finance and Industry: The LogisTIC project. ■… These accomplishments are the results of your involvement in these different working groups. The great value of your experts allows the development of standards which respond to the automotive industry concerns. Thank you for your implication… GALIA have to remain the catalyst of the needs allowing reaching the best performance between partners in the automotive industry while taking care of the strict respect of the published recommendations”.

Bruno SCHWEITZER

8

The

LOGISTICS

Domain

The new recommendations RFID: Global version of B-11 Tire & Wheel RFID label standard (March 2007)

Federal legislation in the USA defines the element, in general those related to safety, which must be tracked. That’s why Ford and AIAG (due to FIRESTONE problems) decided to create a recommendation to track and trace tires in 2002: AIAG B11.

The AIAG B-11 “Tire and Wheel Label and Radio Frequency Identification Standard” is the world’s first item-level RFID tracking and Traceability standardperiod. In March 2007, European Community (Odette) and Japanese Community (JAMA/JAPIA) decided to adopt this AIAG standard and to have a global standard.

Logistics Evaluation: “Global MMOG/LE for Carriers & LSPs” (September 2007)

Global MMOG/LE has been very well received. AIAG and Odette saw an opportunity to further build on the success of this document and adapt this continuous improvement tool for Carriers and LSPs. This new guideline published in September 2007 has been prepared to assist organisations in developing and implementing a world class Materials Planning & Logistics Management system. This document focuses on best practices of Carriers and Logistics Service Providers (LSPs). The document is the result of a collaborative effort between work groups within Odette International Limited and the Automotive Industry Action Group to develop a Carrier and LSP evaluation that can be used globally. This document contains a Materials Planning & Logistics audit aligned with ISO/TS. It can be used

■■■

for benchmarking studies with internal and external partners to identify excellent processes. It can, therefore, be used as a high performing tool for continuous improvements for all Materials Planning and Logistics processes within an organisation. This document contains recommended business practices for Carrier and LSP processes. Its purpose is to establish a common approach to assessing best practices. • Internal assessments; • Assessing current internal processes: - Benchmarking current state/best practices, - Driving continuous improvement; • Promoting development by: - Evaluating Carriers and LSPs performance, - Improving Carriers and LSPs performance.

Materials/Logistics Management Business Model

■■■

9

The

LOGISTICS

Domain

Return of Experience regarding the use of the evaluation tool: Benoît Lacroix-Lagrandeur (NORMATRANS) “In a more and more demanding environment, especially in the automotive industry, SMEs has an increasing need to control their whole PROCESS regarding CREATION, DIRECTION or SUPPORT. In the context, it’s necessary to make important investments even if effectiveness is not really known. Moreover, we could notice that Global MMOG standard used by automotive manufacturers to assess their suppliers’ logistics tends to be used by the letter to measure the level of service of carrier subcontractors and logisticians. But during the audits, considering problems regarding the implementation of the standard in our branch of industry, it was absolutely necessary to have a specific translation for our industry. So we enthusiastically took part in the “translation” of the document and of course we volunteered for the implementation of the new tool used to assess carriers and logistics services providers. The audit was carried out by LOG & PI CONSULTING within the context of the LogisTIC project subsidized by the government and by GALIA. The new assessment tool covers our whole organisation: both the company strategy and management and operational organisation, external relationship (customers/suppliers) or controls. The first diagnosis allowed us to put our strong points forward and mainly we could identify progress ways for our organisation and set up real action plan in a constant improvement process. The objective of NORMATRANS is to implement the defined action plans and carry out a new assessment with the same support standard in order to measure our improvement level and define the new action plans in 6 months or 1 year term. Today it’s the indicator of our management system!”

Logistics Performance Indicators: Odette KPI recommandation for Carriers and LSPs (september 2007) This Odette recommendation entitled “Key Performance Indicators for Carriers & LSPs” is available since September 2007. It defines 6 common logistics performance indicators (Carriers & LSPs) with common understanding between Suppliers, Carriers, LSPs and OEMs with reference to the Global Carriers & LSPs Evaluation Tool regarding inbound logistics. Time: 1. Arrival Precision Physical Check of booked quantity against loaded: 2. Pick up discrepancy Alert Quality Check: 3. Number of incidents (e.g. damaged, missing…)

10

Confirmation/Information: 4. Late delivery Alert Efficiency: 5. Filling rate in transport equipment 6. 6. Stock Accuracy The recommendation for Carriers & LSPs complements the recommendation “KPI for GMML” (KPIs between Material Suppliers and OEMs). Each indicator defined in the KPI for GMML recommendation is applicable for LSPs and only sub criteria on Delivery documents (“Parts delivered without Delivery note or ASN” and “Specific delivery documents missing”) are applicable for carriers.

The

LOGISTICS

Domain

Several examples of deployments in Logistics fields Logistics Performance Indicator: “KPI for GMML” Recommandation

Experience of Sebastien Motay (PSA PEUGEOT CITROËN) on the policy regarding the implementation of LKPI PSA PEUGEOT CITROËN logistics performance Measure PSA PEUGEOT CITROËN is working on improving logistics performance with their suppliers. Performance is based on four main partners: ■ The suppliers who must prepare the goods for carriers or plants and all the logistics documents as well with respect of delays and packaging instructions. ■ The carrier whose goods must to be delivered on time in accordance with transport instructions. ■ PSA plants that send forecasts and delivery orders and also check and sign for goods on delivery and follow physical and information flows. ■ The purchasing department that launches part flows and guarantees their good running in accordance with partners. Good achievement of each action generates a good general running of the flow. In order to follow all actions, PSA PEUGEOT CITROËN has chosen to reduce the number of indicators shared between the partners who support the performance of incoming logistics flows. LKPI recommendation was used to implement a part of necessary indicators. Some of them could be automated in order to be totally sent to suppliers. The indicators followed are: ■ AVIEXP quality (LKPI 1 = ASN Performance) ■ Service rate (LKPI 2 = Delivery Accuracy) ■ Label quality (LKPI 4 = Material Handling and Identification) ■ Production disruptions (LKPI 5 = Production Disruptions) From these indicators, a suppliers' quotation as well as a classification of the latter were implemented and used by the Purchasing Management to have the best and the worst of them convened.

11

The

LOGISTICS

Domain

In addition, indicator results are sent to the suppliers (today punctually and systematically in the future). This allows them to make a self-assessment of their situation and correct some of their actions if necessary. In conclusion, a weekly report of a large number of suppliers is set up by each site using a specific indicator. So the logistics performance action has already allowed us to notice first stimulating results. But it’s necessary that everyone in the plant takes part in the action in order to reach the ambitious objectives defined by the company.

Traceability: Odette Recommendation on traceability of parts

Experience of Herve Martin (RENAULT) Central Traceability Manager (Manufacturing and Logistics Department)

and François Koegler, Quality Deputy Manager (Engineering and Quality Department) at RENAULT

The automotive industry in which the notion of “no defect” is never reached, stimulated by the Quality Management Department, the political traceability at RENAULT's was built on several strong bases. The operation implemented by RENAULT comes up to the following expectations: ■ Person, goods and company protection, ■ Respect of legal obligations, ■ Service guarantee for customers, ■ Reduction of incident effects in the industrial system and in distribution network the manufacturer responsibility regarding the product quality on market place. Due to a great number of components used to assembly a car, RENAULT defined three requirement levels: ■ Unit traceability (tracking each part), ■ Traceability by reduced batches (tracking package), ■ Traceability by ordinary batches. Traceability level is adapted to each component regarding the following requirements: ■ Risk analysis, ■ Technical opportunity, ■ Feedback experience, ■ Cost for an eventual return campaign. In order to insure rapidly and precisely the identification of products with a component defect, RENAULT integrates traceability when designing new vehicles. The range renewal is an opportunity to generalize the best application level of industry standards.

12

The

LOGISTICS

Domain

In front of quality crisis, some coordination rules for “life series” must be respected by the Supply Chain and distribution network partners in order to get a whole coherence. Prior to manufacturing, the earlier a defect alarm is activated the less important the consequences are. In this context, Odette recommendation - Parts and Components Traceability - is a base regarding quality operation treatment for which traceability is essential for this one on the whole Supply Chain. Responsibilities of supply chain partners are based on main principles: ■ Production identification by using a common standard conformed in accordance with requirements of automotive manufacturers. ■ Manufacturing/Logistic: Manufacturer's responsibility: - Earlier detection of non conformity in manufacturing (efficiency of the control plan) and to alert customers immediately. - Registration of production data closer to events and manufacturing and consumer points. - Putting in connection products identifiers - packaging unit. - Reduction of doubt factors. ■ Information system: - Registration of traceability data on supplier and customer sides following the frequency needed with traceability requirement level for applied to the component. - Check data and exhaustiveness quality. ■ Quality: - Exchange of relevant traceability data in case of crisis. - Measurement of the rate between the number of defective component and the number of vehicles to be checked. In conclusion, effectiveness of traceability system requires: ■ Weekly strictness everywhere. ■ In case of difficulty, immediate reactivity in complete openness.

Logistics Evaluation The use of Global MMOG/LE

Experience of Didier Huet (VALEO) on the policy regarding the use of Global MMOG/LE Standards are the base for any progress in our industry. If we have no standard, we have no reference, and no reference would mean zero performance and gap measurement in case of drift. GALIA allowed us to implement “good behavior” rules and standards in order to improve communication in the automotive industry. VALEO has applied GALIA and Odette standards for packaging identification and use of EDI messages as well for years. As a first rank supplier, we also ask all our suppliers to strictly apply GALIA and Odette standards in Europe. Recommendations are taken up in our “VALEO suppliers’ logistics guidelines”. The diffusion of the small label according to OLT3 recommendation allowed us to standardize identification of our small containers (“Green Boxes”) with our suppliers and in plant. Regarding the supply chain performance assessment, we want our suppliers to make their self-assessment according to the new MMOG/LE referential (Global EVALOG). VALEO is also involved in GALIA and Odette works with the participation of many colleagues in industry Committees. The referential application and animation at suppliers' is being studied. The priority is to apply the referential within VALEO's plants (customer's requirement). VALEO Logistics Guidelines update takes the new referential into account. In plant training courses and communication trainings will be soon proposed before being implemented at suppliers‘.

13

The

LOGISTICS

Domain

Experience of Ludovic Vigreux (PSA PEUGEOT CITROËN) on the policy regarding the use of Global MMOG/LE ■ Concerning logistics, what is PSA’s strategy regarding relationship with suppliers?

The relationship with our suppliers is a long term action going from flow preparation to the end of mass production at least. PSA is trying to implement outstanding and strong flows with the first deliveries. Performance is mainly measured in terms of delivery quality (location, quantity, date, packaging, palletisation) and of documentation quality (dispatch advice, delivery ship, labeling). Each of these points must have been achieved prior to the flow settlement and then daily led by the logistics team in each customer's site. Moreover, logistics quality is one of the criteria that the Purchasing Management takes into account when selecting their suppliers. For our logistics training courses, for more than one year PSA has released the “PSA Logistics Guidelines” since one year. This book deals with functioning modes, best practices and pitfalls to be avoided. The flow, the contacts and functioning modes implemented are explained in a logistics protocol agreed by the customer, the supplier and the carrier. Concerning logistics communication (EDI, labels, delivery ships), PSA PEUGEOT CITROËN relies on the support of the automotive industry standards and on a detailed validation process, allowing to test the suppliers‘ systems, organisation and materials. At last, the assessment of flow strength is due to MMOG/LE standard. Regarding the daily management of flows, PSA PEUGEOT CITROËN uses the single and the same (Am@deus) communication tool for logistics and quality that allows customers' sites to report the problems they had and it allows the supplier to give useful information for an action plan. Performance is also followed through indicators of LKPI recommendation.

■ How is MMOG/LE used in a vehicle project approach? When the method is applied for new shipping sites, the whole process remains to be done. It means that we must be sure of the logistics strength of the supplier and that he does control the functioning of the new customer. For that reason, we implement a four-step raising approach of logistics risks: self-assessment, meeting in Trnava, meeting within at the supplier‘s and finally following up of the first deliveries. In such approach, MMOG/LE standard is both the first point and main theme. We have asked each of our suppliers to send us their self-assessment result dated from less than one year. The self-assessment must to be comprehensive that is to say that there must be included the action plans meeting the dysfunctions noticed. After that, our suppliers are invited to visit us in order to do PSA PEUGEOT CITROËN logistics training course. Together with the training course there is a plant visit giving a good example of key points of the relationship with the supplier: outstanding debt following up and reception based on dispatch advice, visual aspect of pallets and parcels thanks to OTL3 labels, packaging allowing us to put all parts in the work track. It provides the opportunity to meet rapidly the plant contacts going from the suppliers to the Logistics Manager. Then we go to visit all our suppliers to have the self-assessment they gave us validated, to be sure of the good implementation of action plans and to be sure regarding the supplier that logistics implemented will allow a confident and efficient start of series flows of the first deliveries. Consequently MMOG/LE is also a tool allowing the supplier to improve in his own organisation. The last step consists of the audit of the first deliveries to identify immediately possible failures and to create a very reactive relationship with our suppliers at the very beginning of the flux. The objective is to not damage the conformed delivery rate of the site which is of more than 98% today and to keep on improving.

14

The

LOGISTICS

Domain

■ Survey on the benefit linked to Global MMOG/LE implementation Concerned to know the benefit linked to Global MMOG/LE implementation, on January 2007 Odette and AIAG have developed a questionnaire for industrials who have implemented the referential.

- Lean implementation aid (for Rank 1 suppliers) or a general improvement of suppliers’ performance (for ranks 2 and 3); - Best control of stocks.

The questionnaire was sent to the whole companies involved with the objective of getting a maximum of feedback by the end of April.

• Willing to meet the customer requirements and make the company data more reliable is the best way to make important benefits when the company size, position in the industry and the use of the referential in the time are taken into account. • The more MMOG/LE is used, the more performance improvement (by category) increases, even after 3 years. • MMOG/LE represents an investment in the first year of implementation. • In constant improvement, MMOG/LE approach must be a long term process. • Regarding the results of the survey the difference is of little importance between Europe and North America. • MMOG/LE performance improvement is globally well-known.

Over the whole company questioned, more than 240 have sent their answers back. AIAG and ODETTE have achieved a synthesis document of the results obtained as follows: The survey brings clearly out a synthesis of these results resumed as follow: • This survey clearly shows that Global MMOG/LE allows: - Better apprehension of ISO TS-16349; - Aid for marketplace conservation; - Data reliability;

Packaging: GALIA Standard Containers Catalogue

This catalogue gathers the whole range of GALIA standard containers by “Packaging Standardisation” working group. It recapitulates, for each of them, their dimensions and their existing references. It allows the whole automotive community to know every single standard packaging existing within GALIA.

It is a very helpful work within the framework of a roll-out in a factory. This document is regularly updated because of the containers evolution and the growing of the range.

Identification: Use of OTL1/ETI1 and OTL3/ETI9 Standards Labels

■ Roll-out follow-up: Thanks to a questionnaire prepared at a European level, Odette carried out a survey to know the car makers and tier-1 suppliers’ requirements in terms of identifications. A summary of the collected answers is available on the Odette website. ■ GALIA Standard Labels Catalogue: This catalogue gathers the whole range of GALIA standard containers by “Labeling Standardisation” working group. This catalogue is available on the GALIA Web site.

■ Capitalising on good practices: In order to follow up the roll-out of the new ETI 9/OTL 3 label, GALIA, PSA PEUGEOT CITROËN and RENAULT jointly organised a feedback from the suppliers already having implemented this new format. The aim was to identify suppliers’ best practices in order to reduce implementation costs and to facilitate the deployment of this label. A summary of these activities is available on the GALIA website.

15

The

LOGISTICS

Domain

Subjects in progress Maritime Containers Standardisation

Taking into account the globalisation of exchanges, Odette decided to launch a project in order to define containers standards for CKD activity to optimize

the maritime containers on international flows. A recommendation is to be published by the end of June 2008.

Logistics Performance Indicators (Carriers and Logistics Service Providers)

This global project aims to define 6 common logistics performance indicators (Carriers & LSPs) with common understanding between Suppliers, Carriers, LSPs and OEMs with reference to the Global Carriers & LSPs Evaluation Tool regarding

inbound logistics (based on the current Odette recommendation including remarks made by AIAG). A recommendation is to be published by the end of 2008.

Global Logistics Training

GALIA proposed three tools, based on global recommendations published by Odette and AIAG. When OEMs or Tier 1 combined these three standards, they can define and implemented a structured approach to manage their suppliers. These three recommendations are: • Logistics Agreement (Global Material Management & Logistics Agreement); • Logistics Evaluation Tool (Global MMOG/LE);

• KPI Performance Indicators (KPI for Global Material Management & Logistics). Also, to implement efficiency these three standards, automotive community decided to develop global training module. This training kit needs to structure the management of suppliers’ performance by the combined use of these recommendations. This training will be available by the end of 2008.

Use of Standards in Emerging Markets (Eastern and Central Europe)

This roll-out project firstly aims to promote the use of GALIA/Odette standards from logistics domain in emerging market (Logistics evaluation, OTL1 and

OTL3 labels, EDI Messages (EDIFACT), Web EDI based on a solution based upon E-forms V2 and homologated by GALIA).

■ Eastern & Central Europe and Turkey: Priority was given to Romania, Slovakia and Turkey. These objectives in these different countries were the following: ■ To reach a collaboration between local associations and Odette on: • Common policy regarding the use of standards;

16

• A training programme adapted to the recommendations.

■ To Finalise a “Memorandum of Understanding” in order to: • Become members of Odette community; • Take an active place in the work done by Odette; • Have a representative in Odette Committees.

The

Romania: • Global MMOG/LE: Training of local trainers (May 2006) Training

of

Domain

• Definition of the Odette action plan with OSD and Taysad (April 2007)

• MOU signed in January 2006

• EDI/OTL3/LKPI: (May 2006)

LOGISTICS

local

trainers

• ACAROM Survey in order to identify Logistics needs (July 2006) • Local trainings on global MMOG/LE & LKPI underway (More than 130 people are trained today) • Logistics Functional Committee in Bucharest and in Pitesti (Mai 2007). Turkey: • MOU signed in June 2006 • TAYSAD Survey in order to identify Logistics needs (March 2007)

• Global MMOG/LE & LKPI: Training of Turkish Odette committee members whose FIAT/Tofas, MAN, MERCEDES Benz, FORD Otosan, TAYSAD & OSD (July 2007) • Logistics Functional Committee in Istanbul (September 2007) • Global MMOG/LE: Training of local trainers (2008) • Train Turkish trainers (3-day training) • Study Global MMOG/LE in detail with Turkish trainers to provide them with the same understanding and skills to implement assessment process (March 2008) • Local trainings on global MMOG/LE & LKPI (April 2008).

Experience of Ercan Tezer (OSD) on the creation of Odette Turkey The AMA - Automotive Manufacturers Association (OSD - Otomotiv Sanayi Dernegi) was established in 1974. Today, AMA represents seventeen automotive manufacturers operating in Turkey. Main objectives of AMA can be summarized as follows: ■ To represent the Motor Vehicle Industry in public authorities, local and international organisations. ■ To gather and publish various information on Turkish Motor Vehicle Industry. ■ To organize and conduct joint actions in different fields. AMA’s interest in Odette dates back to 1999, however the Odette membership was realized in year 2006. The Informatics Committee within AMA was renamed as Odette Committee and Odette related functions are handled within this committee. As a first step of the membership, a strategic road map is prepared by AMA and GALIA/Odette collectively. A training session on Global MMOG/LE was performed in Istanbul for Turkish OEMs and suppliers’ representatives as an outcome of this road map. AMA also assigned a representative to represent Odette Turkey in Odette activities in June 2007. Mrs. Elif Gulfirat, the AMA representative, has been attending Odette activities since then, like the Strategic Workshop in July 2007 and the Functional Committee Meeting in September 2007.

Slovakia: • GALIA had planned several meetings in Slovakia since April 2006. ZAP would like to become Odette members, but we need to solve financial problem between OEMs and ZAP (Local automotive association). GALIA made contact again with Slovakia to organise Suppliers Summit on PSA plant in Trnava.

Iran: • Similar approach was used with this country. • A MOU (Memorandum Of Understanding) was signed with IAPMA (Local automotive association). An action plan was established and will start in 2008.

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Mercosur: • A MOU (Memorandum Of Understanding) was signed between Odette and Curitiba University. This University trains local trainers on Global MMOG/LE (more than 100 people were trained today) • Local Web EDI solutions (Planexware and DECIDIR) in line with E-forms V2 recommendation were homologated by GALIA (in 2005 and in 2007). They are available for local suppliers. China: • Odette and AIAG published in 2006, a global standard defining needs B2B needs for a supplier located in China.

• AIAG created an office in China in order to promote global standards. This structure already trained more than 150 people on Global MMOG/LE in China.

■ Perspectives Russia and Morocco: GALIA Board (in particular Renault and PSA) decided during the GALIA seminar 2007 to start an action with Russia and Morocco in the future.

Automatic Identification by Radio Frequency (RFID)

An AIAG/Odette working group has started in 2006 and will produce in 2008, several recommendations which aim to define single models for data exchange when using RFID according to entity to be tracked: • Use of RFID in unique identification of components in inbound material handling and logistics, including containers and transport packaging and Supply Chain Management (started).

• Use of RFID in production processes, e.g. Body Construction, paint shop, final assembly, etc. • Use of RFID in vehicle identification through vehicle life cycle after final assembly, including vehicle logistics (location, after sales, recycling etc.) (started). • Use of unique identification of components for aftermarket and retail (e.g. tyres, etc.).

Experience of Jean-Christophe Lecosse (GEODIS) on RFID ■ GEODIS Approach GEODIS (major actor in Messaging, Logistics, Road, Freight Forwarding and Reverse Logistics) is interested in potential applications of RFID technology in all bussinesses. Indeed, the interests and possibilities of development of this technology will differ depending on the process For instance: In logistics, discussions focused on optimizing the preparation process, automating the receipt and shipment of goods or pallets, optimizing flow of forklifts or reducing the time to make inventory. For the road, this will be the track & trace vehicles, products safer, Asset management solutions, the concept of automated proof of delivery. In reverse Logistics, it will focus on the automation of the sorting operations products in return… We also have a strong expertise in many markets: Automotive, Retail, Health, High Tech, Textile, where expectations associated with each process, are different (Monitoring the batch number/serial number, Maintenance, Inventory (Stores and Warehouses), counterfeiting, product tracking and conditions of transport (flights, temperature controlled…). By combining our business & market expertise while developing our expertise on RFID we will be able to assist our clients and deploy innovative solutions that correspond to their expectations.

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■ The actions We have three main approaches around the implementation of RFID: 1) To improve the quality, safety and traceability linked to our internal processes We are studying solutions does not necessarily require the involvement of our customers. The choices and decisions are purely internal (Key strategy is to improve our services). The applications deployed today include, for example solutions for track and trace vehicles or forklifts. RFID is fully mature today for this kind of application. 2) To develop services incorporating RFID in our global offer This approach involves activities dedicated to customers or when we provide for a client a complete transport and logistics solution (collection, storage, distribution…). The potential is large in our company and we have a number of big projects where the interest of RFID is strongly demonstrated. These projects are not study like pilot experiences but directly like operational deployable solutions. 2008 and 2009 will confirm this approach. 3) Develop (as a actor in the supply chain), in partnership with some customers solutions “open-loop” Many of our customers work and study the interests of this technology. Although they identify many interests, it is still sometimes difficult to talk about Return of Investissment when the analysis focuses on a restricted area: final assembly plant, distribution network. We want to participate in the expansion of this scope and to invest us in this process with our customers. We want to demonstrate that sharing thoughts, costs and benefits, the ROI (for all of us) will become more apparent. Some difficulties will be removed more easily (Who puts the tag? When? Where? To be read by whom? How to get what information? Who pays the tag? How are established information systems?…). We are at the beginning of these thoughts with some of our key customers. Deploying a solution throughout the supply chain with all suppliers, logistics providers, carmakers and distributors will be long but will necessarily deploy step by step using bricks of solutions in specific area. These perimeters will become bigger and bigger over time. This step is critical and starts today.

■ Consistency of approach with Galia and Odette Beyond these experiments, we also continue to follow applicative evolution and we assist reflection and the development of this technology. It’s for this main reason that we participate in the working group RFID Odette. It allows us to exchange and to identify the expectations of carmakers and Tiers 1. On the other hand, it allows insisting on the importance of the issues and parameters associated with the transport and logistics. This will enable to deploy in the future technological solutions compatible with the constraints of industrial production and with logistical constraints. It will also enable us to standardise and shared more widely deployed solutions and to obtain benefits across the supply chain for all players. The management of reusable packaging is often managed by logistic expertise, that’s why we wanted to take the lead on this project. We (all stakeholders in this Odette working group) are working at the same time on the technical aspects (capacity of tags memories, reading ability), on the structure of the data collected and adjusted (To be sure that the data is usable by the all players), on the normative aspects (ISO, EPC…), and of course, on the process (which are the operations carried out and by whom?). We want to build the common structure in order that each actor (OEMs, Tiers 1 or SMEs) can build innovative solutions related to its operations remaining compatible with other deployed solutions. That is our challenge. GEODIS was a key actor of GALIA in several Logistics aspects since last year… not only on RFID.

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Experience of Angelo Figaro and Grégory Richon (RENAULT - Choisy-Le-Roi) on RFID pilot At part of the automation of the standard unit exchange activity at Choisy-le-Roi plant, RENAULT set up in 2007 an RFID pilot to improve the reliability of data capture related to the flows of exchange engines. The innovation of this pilot can be found in the operating environment, which adds two major constraints versus the normal uses of RFID: ■ Strong presence of metals altering the RF signal: RFID Tags are used to identify old engines, (composed of aluminum, steel and iron) that are handled in industrial buildings themselves impregnated with metals. ■ Logistics role requiring strength, flexibility and speed: The pilot RFID is to identify old engines at their reception on the site then to track them during their handling by forklift, their storage until their disassembly. This should allow following different kind of renovation programme. The pilot consists of three different RFID stages of reading/writing: ■ Identification Stage: An operator identifies the engine on an information system and launches the writing of engine data (Model, Identification number) on a RFID Tag, causing in parallel storage of the engine in the ERP of the plant. The engine is physically placed in a metal rack. ■ Reader of Storage: Racks with engines are also identified by a RFID Tag. When the rack is transferred from the workshop to the store, the rack with engines goes through a reader consisting of sensors and RFID antennas. Then, it’s possible to store engines using informatics in the rack. It will be easy to find them. In the following passages, the reader checks and updates the content of the rack. ■ Disassembly stage: An operator hangs the engine on the disassembly line. A small reader detects and reads the RFID Tag of the engine causing the output of stock. The RFID Tag is then recovered to be re-used on another engine arriving for the identification stage.

RFID Technology will allow a precise knowledge and real-time of stock in the ERP. We will know the location of the old engines too. These progresses in terms of stock monitoring will be followed by benefits (consumables and operating time) as compared to the traceability through bar code. This driver is deployed on a small perimeter of engines but enough to be able to assess its strength in the industrial environment by the end of the first quarter of 2008. If the assessment is positive, it will then be deployed to all the references of engines in Choisy le Roi Plant. Other applications may also be planned…

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Logistics Agreement: Recommendation “Global Material Management & Logistics Agreement” (décember 2007) This project aims is to define a global standard on Materials Management & Logistics Agreement in the automotive industry (based on the current Odette Logistics Agreement document including remarks made by AIAG). The document will be divided into two sections:

• Annexes which may vary as times goes by, which imply a formal exchange of information between the Parties but not to re-sign the Agreement. A recommendation is to published by the end of March 2008.

• A description of the general exchange process, covering all contractual high level data, and general issues, with no frequent changes.

Global INVOIC V2: A global standard for invoice exchanges

Following invoicing evolution in Europe and manufacturers and suppliers requirement, it has been proposed to work again on invoicing concerns and define a profile based on ODETTE Global data model. The selected Global INVOIC V2 message is a model developed by international automotive industries represented by 4 organisations: Odette, JAPIA, JAMA, AIAG. The objectives of GALIA Invoice Working group are: • To define a GALIA profile “Invoice” based on Global INVOIC V2 message with ISO functionalities in comparison with INVOIC V5 and V3 messages used today (Goods invoice, self-billing, credit note, debit note, pro forma invoice). GALIA Invoice working group has decided to focus on goods

invoice and to deal with the service invoices working with GS1 in their working group “Services Invoices”. • To study the possibility to manage new functionalities like fiscal nota, advance fee request, refund request, guarantee deduction request. • To revise interchange agreement about fiscal paperless invoicing. • To achieve a paperless invoicing “Best Practice” guidebook and in the appendix, a synthesis of law articles mainly impacting on Paperless Invoicing (Example: Art. 289bis, Annex IV of CGI). The guidebook is commonly achieved with GS1. PSA and RENAULT objectives for deployment are new partners in EDI INVOIC domain, mainly service suppliers and partners which will request it as well.

Interview of Antoine Moglia (AGC) President of INVOICE WORKGROUP For 2 years, GALIA Invoice working group have tried to adapt Global INVOIC V2 message to French suppliers and manufacturer requirements within the framework of intra community exchanges. The project is ambitious: - To respect the constraints imposed by France and Europe regarding dematerialization of legal documents. - To integrate the possibility to describe some expenses such as packaging, transport, rights and taxes but also discounts. - To define a unique profile allowing invoice, credit-memo, debit note, credit note and self-billing as well. In addition, Invoice working group wanted to make accessible to everyone the electronic invoice and create a Best Practices guidebook which is not the solution for paperless invoicing but one solution among many. The guidebook has been achieved by GALIA and GS1 France within the framework of a partner agreement. The document will be released at the beginning of 2008. It deals again with legal constraints, texts and good practices to implement paperless invoicing.

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Also concerned about service paperless invoicing GALIA has decided to work together with GS1 France on service invoicing document based on the one used in mass marketing. Finally, through the PSA representative Luc BLOND, Invoice working group (supported by the Board of Directors of GALIA) has decided to set up a lobbying action within the UE in order to promote a real conformity and a simplification of invoicing rules within the 27 member countries. All the documents are being finished and validated. They should be available on the first semester of 2008. Antoine Moglia EDI AGC Manager

Perspectives Anti Counterfeiting

■ Origin of the requirement: The problem of fake components coming onto the automotive aftermarket is well known and is really just part of a growing phenomenon affecting products in many different sectors. • In France, Customs officials seized in 2006 more than 6 million items with an estimated value of 278 million (including various automotive parts and for the first time counterfeit tyres). • In Germany for example, the Customs authorities are seeing a 27% increase year on year in seizures of such material and the perpetrators are getting cleverer every day. • Due to more exchanges at the global level, this problem is amplified. As right-holder, we are deeply concerned by a problem that costs us money, time and image. • Money : 5-10% loss of revenue on spare parts (estimate) • Time : proving counterfeiting can be tedious • Image : real quality and safety issues for some specific spare parts -> problem if there is no evidence of counterfeiting

Automotive Industry has to be pro-active in this area if we want public authorities (customs…) to work efficiently for/with us.

■ What are our expectations? Our goal is: • To be able to participate to a possible International standard initiative lead (by the ISO) with a clear view of what our RFID architecture can provide and orientate the final document accordingly. • To prepare Identification/Traceability Process and take into account the counterfeiting aspects in the Odette standards to enable future developments in this area. It’s not: • To design a detailed and comprehensive system that would handle both logistic and counterfeiting protection issues. • To slow your standardization process and make you miss your end-of-2007 target.

OEA Concept (Authorised Economic Operator)

In an international environment marked by the terrorist risk, the states member of the European Commission, have sought to reinforce the security of the international supply chain.

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In July 2009, operators of international trade will be subject to the obligation to give in advance, a declaration of entry and exit including necessary

data for the establishment of a “safe” risk analysis. However, in order not to penalise legitimate trade, the security amendment introduced the concept of Authorised Economic Operator (AEO), which will be applicable on 1 January 2008. The AEO concept will be valid throughout the European Union and will distinguish the most reliable community operators, with a quality label.

The

States Member may distribute the status of Authorized Economic Operator to any economic operator established within the European Union that respects the following criteria: • Respect for the customs and tax laws; • Good Financial Solvency; • Efficient management system of commercial entry and, transport entry, able to do appropriate customs controls.

LOGISTICS

Domain

An AEO will be given, depending on the option selected by the applicant, three separate certificates: • The certificate AEO “customs simplification”; • The certificate AEO ”security / safety”; • As the AEO Certificate “customs simplification and safety/security”, which combines the features and benefits of the two previous certificates. In order to assist the implementation of this concept in the automotive industry, Odette plans to carry out training and communication among its members, in a close relationship with the United States, which also have a federal law on the subject named C-TPAT.

Traceability

Federal legislation in the USA defines the elements, in general those related to safety, which must be tracked. To comply with these requirements you must use of ISO techniques for the automatic identification of parts and packaging containers and to manage that information to connect it to provided electronically (EDI and IT systems in production). That has done from the beginning of the life cycle of each component right up to the end of the life of assemblies and whole vehicles (ISO definition). To date, there is no European directive that deals preci-

sely with this point, but we need to prepare for one by basing our efforts on what does exists in the USA. Each vehicle manufacturer is considering this issue internally. It may be thought appropriate to examine a transposition of the American work, adapting it to the modes of operation in Europe in order to provide elements for the European commission.

Manufacturers Forecasted Demand

Starting out from the DCP recommendation, RENAULT and PSA PEUGEOT CITROËN decided to conduct a multi-customers trial on adjustment of the capacity to meet demand - known as well as DCP, or “Demand Capacity Planning”. One of the first conclusions to be drawn from this study is the necessity to define a standard model of firm orders and forecasts to fully profit of the recommendation advantages.

From this report, the Odette Logistic Committee could plan to carry out a benchmarking in order to identify the good practices that allow a better collaboration between suppliers and vehicle manufacturers, but also to anticipate and resolve capacity issues. This study would include an analysis of the current situation (expression of firm orders and forecasts used by the European manufacturers) and a summary on the supplier’s perception on these needs expression (Which information would they like to find in these requests?).

Logistics Training Training on Logistics deliverables & milestones in a new Vehicle programme

How to limit risk of delivery disruptions and high costs related during the start-up phase of a new vehicle? How to integrate Logistics in a new vehicle project in order to anticipate logistics problems and to optimise logistics costs during the serial phase of a vehicle?

To answer, FIEV (in collaboration with GALIA) structured training on Logistics deliverables & milestones in a new Vehicle programme is now in place at the French level.

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LKPI Training (Logistics Performance Indicators)

This one-day training (in French or in English) is dedicated to the implementation of the Odette LKPI recommendation and offers a focus on the

performance management in customer-supplier relationship within the Supply Chain.

Standards used by Car-Makers (Messages, DN, Labels)

In order to help suppliers to better understand and to implement the GALIA/Odette recommendations used by French manufacturers within the deployment of L3P Logistic policies and CINDI project for RENAULT, and Alternative Logistic for PSA, GALIA proposed a one day training (in French and in

English) on the EDI Messages, labels and Delivery Notes as recommended by the two car-markers. More than 80 persons have already taken part to this recent training... See the GALIA Website to know about next trainings dates.

E-learning on EDI/Web EDI

AN e-learning programme on EDI/Web EDI is available for public part on the GALIA Website.

optimising processes.

or

automating

customer/supplier

It enables a manager, an IT specialist, a logistics manager or a member of sales staff to become more familiar with the standard tools that allow

Depending on your profile, you will follow a personalized training based on a series of modules of approximately 20 to 30 minutes.

Introduction to technical Electronic Exchanges

This training is built starting from the e-learning “EDI and Web EDI” module contents. It comes in addition to this module and allows to the interested people to detail the various concepts presented in

the e-learning module. This training is addressed to managers, logistics managers, IT specialists, or members of sales staff having to acquire the EDI concepts of and to choose a solution to be implemented.

Technical Training to EDIFACT Standard

The objective of this training is to acquire concepts on EDI and to understand the EDIFACT standard through main messages used with the automotive

Introduction to XML

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This training is addressed to all those wanting to acquire XML concepts and to understand differences between XML and EDIFACT.

industry. This rather technical training is mainly addressed to IT specialists having to implement EDI messages.

The

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Global MMOG/LE Training

In order to assist the implementation of Global MMOG/LE, GALIA proposes two kinds of trainings: a 1-day training to know and discover Global MMOG/LE; and a 3-days training to understand and to know how to implement Global MMOG/LE. These trainings are proposed by GALIA in French or in English (inter-firms session or intra-firms session). Each year, more than 100 people are trained with a decreasing regarding the participation of 1 day training and at the same time an increasing regarding the

participation of the 3-days training. This transfer shows that now Global MMOG/LE is known very well and that companies need to learn how to implement Global MMOG/LE. In July 2007, Pascal Wable, European Interior Operational Supply Chain Manager of VISTEON INTERIORS SYSTEMS, contacted GALIA to train 20 representatives of each VISTEON plant (located in 7 countries). Pascal Wable manages Logistics performance of these VIESTEON plants, he gives us his testimony.

Testimony of Pascal Wable (VISTEON) on the training ■ Pascal Wable, why did you choose this training for your team? VISTEON is a major actor of the automotive industry. The Interiors Systems division considers that Logistics is a fundamental point to satisfy their customers. Our products go to their assembly workshops. In consequence, we are directly concerned by the optimisation of flows delivering them in Synchronous or preparing our shipment in order to facilitate receiving operation and to deliver parts directly on the assembly line in respect of L3P concept for Renault or LA concept for PSA PEUGEOT CITRÖEN. To be efficient, this need requested by our customer, obliges us to rethink our Supply Chain (from our delivery to our shipment). To stay competitive respecting needs of our customer, our logistics must be more and more efficient. Since several years, we use Global MMOG/LE as a standard tool to evaluate the logistics evaluation of each VISTEON plant and to construct actions plans in line with the best practices defined by Global MMOG/LE. This year, to boost this approach, I wanted that main logistics managers of each VSITEON Plant follow the practical training proposed by GALIA and reinforce their knowledge of Global MMOG/LE. Global MMOG/LE must be one part of the common policy shared logistics managers. ■ What were the key points of this training? Because we already used Global MMOG/LE before the training, we did not discover the tool regarding the content. Nevertheless, we knew how we can implement it. We rediscovered that Global MMOG/LE is first of all a tool for continuous improvement. Several plants considered Logistics Evaluation as a constraint instead of a progress approach with actions plan to improve the business. Using this 3-days training, we exchanged on our organisation too using Global MMOG/LE as a discussion tool. These exchanges were a good occasion to share and to compare practices and to verify that it’s in line with our standards. To finish, with this training, participants can share a common vision of Global MMOG/LE and of it use. We can now compare the results of evaluations. Each Logistics Manager can criticise and can give his opinion on current practices with the same comprehension of Global MMOG/LE. ■ What happened since the training? This trainnig session was in July 2007. Since this session, each VISTEON plant carried out a self-evaluation and built an action plan.

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In addition and in oder to continue to work on the quality of these evaluations, an external auditor assesses once every three years ech plant. This year, the Gondencourt plant (the biggest plant of VISTEON in Europe) and Carvin, Flins and Blainville plants are audited by an external auditor. This approach allows us to readjust our evaluations bringing to our internal auditors, a complementary view. This view help them to criticise their own operations. In addition, we decided to implement Global MMOG/LE with our suppliers. The result help us to select suppliers in 2008. ■ What is the result of this training? The result is positive. We believe to Global MMOG/LE. That’s why this tool was integrated in the VISTEON Group to developp and to work on our Logistcs processes. The training enabled us to better understand, both individually and collectively, sharing a same knowledge of its content, its purpose and good practices to be implemented in order to use it effectively.

Testimony of Sébastien Caillau LOG & PI Since 2 years, the demands of intra-firms’ format (like VISTEON session organised by GALIA in July 2006) are increasing. The objectives of this training are to accelerate the implementation of Global MMOG/LE. Generally, we see that companies requiring this kind of training already sent one or several participants in inter-firms‘sessions. These companies started the use of Global MMOG/LE and after, when they found big interests, they would like to accelerate the implementation on all plants by training several internal auditors. The advantage of this kind of training (as Pascal Wable said) is that participants can share a common view regarding the requirement of Global MMOG/LE. The other thing is that participants can adopt a same approach regarding the assessment. This training could be an answer in the implementation phase of Global MMOG/LE for companies which they want to harmonise practices of their internal auditors. The goal is to compare results to share their best practices in to order to standardise them and boost continuous improvement. VISTEON give us a good illustration of this use of global MMOG/LE. Since 2005, ACUMENT (ex-TEXTRON, FASTENING SYSTEM, RENAULT TRUCKS (Twice), TREVES Slovakia, JETKT and GROUPO ANTOLIN contacted GALIA to organise Global MMOG/LE practical training in one plant of the group and dedicated to their teams. This kind of training is complementary to the classical 3-days training (inter-firms) which always attracts a large number of participants.

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Communication in Logistics “GALIA’s Webinar” in logistics

■ January 07: “How did GALIA integrate your ■ September 2007: “Carriers & LSPs preoccupations in 2007?”

To present main current subjects, projects understudy and perspectives at GALIA/Odette in Logistics (with a focus on GALIA LogisTIC project), in Engineering, in B2B, in ENX activities.

■ March 2007: “GALIA helps French SMEs”

Performance... a new evaluation tool is born”

To inform on the new Global evaluation tool for Carriers & LSPs. This recommendation is based on the existing Global MMOG/LE and is already implemented in several companies. Using interviews of DAHER and NORMATRANS, GALIA would like to share first results…

To discover actions engaged by GALIA and financed by the French Ministry of Economy, Finance and Industry in order to assist SMEs: • The partnerships with “SEINE” project & “ALLIEE” project. • The “LogisTIC” project.

GALIA Logistics Workshop

■ Carriers and Logistics Service providers (March 2007)

Since January 2006, carriers and logistics service providers can become members of GALIA and contribute to improving the exchange of views and information within automotive industry. Since then, we count several new members: LE RAY TRANSPORT ET LOGISTIQUE, NORBERT DENTRESSANGLE, ARVATO SERVICES, les transports CAILLE, GEFCO, GEODIS, and DAHER. In order to present a first review of this integration, GALIA organised in Mars 2007 a Workshop using interviews of companies (GEODIS, GEFCO and DAHER). Each company presented: • Strategic vision of this kind of activity (especially in an international context) • Logistics Projects understudy (especially in RFID) • The links with GALIA/Odette • Future needs and expectations

■ “LogisTIC” Project (October 2007) In 2007, GALIA launched a new national programme to assist SMEs co financed by the French Ministry of Economy, Finance and Industry: The LogisTIC project. This project has 3 main actions: • The deployment of Global MMOG/LE in the SMEs. • Opportunity Study regarding the use of the RFID Technology. • Adaptation of Web EDI solutions homologated by GALIA (development of XML language in order to be used outside automotive industry). In order to present a first review of this operation, GALIA organised in October 2007 a “LogisTIC” Workshop using interviews of companies and consultants who participated in the project. Interviews showed that: 1 - Companies need to have standards in automotive industry even if it’s not evident for them (e.g.: Global EVALOG). 2 - It’s necessary to anticipate technologic and cultural changes in automotive industry especially in the adoption of ICT (Information and Communication Technology) (e.g. : RFID). 3 - Giving systematic tools and practices in a logic of competitiveness, beyond the traditional circle (Carmakers & Tiers 1). 4 - Using Logistics Evaluation Tool, we can identify the strengths and weaknesses of the companies and describe an action plan to solve difficulties.

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Creation of 3 movies on the return of experience regarding the use of Global MMOG/LE in the “LogisTIC” Project • SARTECH • TSN/TSD • POLIMOON VENDEE PLASTIQUE

Participation in a range of events:

■ Traceability Conference 2007 (January 2007) ■ Traceability Day 2007 (October 2007) In January 2007, a presentation was given by GALIA (Thierry Koscielniak) in the Traceability Congress 2007. This paper provided an opportunity to recall the significant changes to be seen in the automotive sector, the consequences of these developments in the Traceability field and contribution of GALIA/Odette to achieving the goals (e.g. Odette recommendation to track & trace parts…). This GALIA presentation was illustrated by descriptions of the experience gained in three individual cases: Herve Martin & Francois Koegler for RENAULT, Yves HERTH for PSA PEUGEOT CITROËN, and Françoise Alberty for SIEMENS VDO. This Congress (before an audience of nearly 100) was a good occasion to inform on GALIA activities (Projects, actions…) regarding Traceability subjects.

■ Service Provider Club (March 2007) In March 24, GALIA presented its 2006 activities to the service provider club. This event offered an opportunity to present Engineering activities, OFTP2 recommendation and to focus particularly on Logistics activities (Global MMOG/LE revision, Global LKPI recommendation (“KPI for Global Materials Management & Logistics”, Odette Traceability recommendation, Odette recommendation on Packaging Management, “LogisTIC Project) in order to allow solutions providers to integrate new productions.

■ AutoTech 2007 (August 2007) Several Logistics Workshops were organised during the AutoTech in Detroit in August 2007: • Review of RFID technology. • Presentation of several global projects: Information on the new Global evaluation tool for Carriers & LSPs (This recommendation is based on the existing Global MMOG/LE) ; Standardisation of global EDI messages; Promotion of automotive standards in Emerging market (e.g. China); Information on new Global recommendation on Key Performance Indicators (KPI for GMML). (KPI for GMML).

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iTAC iTAC (company which is member of GALIA) is an ex-branch of BOSCH Group providing Traceability solution for industrials (in particular for automotive industry and high-tech companies). In October 2007, iTAC, with GALIA, SAP and T-SYSTEMS, organised a conference on Traceability. At the occasion, a presentation was given by GALIA (Thierry Koscielniak). This paper provided an opportunity to recall the significant changes to be seen in the automotive sector, the consequences of these developments in the Traceability field and contribution of GALIA/Odette to achieving the goals (e.g. Odette recommendation to track & trace parts…). This GALIA presentation was illustrated by descriptions of the experience gained in two individual cases: Herve Martin for RENAULT and Yves HERTH for PSA PEUGEOT CITROËN. This conference was an occasion to hear FAURECIA, SCHNEIDER ELECTRIC and THOMSON.

■ TIC & PME 2010 Conference (November 2007) In November 2007, Steering Committee of “TIC & PME 2010” organised a Congress at MEDEF in Paris in order to promote actions engaged in ICT (Information and Communication Technology) domain inside and outside automotive industry. At this occasion, GALIA (Jacky Cousin & Thierry Koscielniak) intervened in two round tables on the improvement of second tier suppliers’ competitiveness. The topics approached were as follows: To become competitive on the Numeric Supply Chain: To be more and more competitive • Presentation of results regarding the study on GS1 standards (EDI, Traceability, etc.). • Review of GALIA “LogisTIC” Project for the automotive industry. Automotive Industry regroups regional actors • Synergy example between entre regional actors. A.L.F.A. Programme, CTN of Caen, CRCI of Rouen, DRIRE of Basse-Normandie, PME. This Congress (before an audience of nearly 100) was a good occasion to inform on GALIA activities (Projects, actions…).

The

■ Odette Conférence 2007 in Prague (November 2007)

GALIA contributed to organizing a number of logistics workshops: • “the dominant role of carriers and logistics service providers in the supply chain” with Stéphane Brackman (GEODIS). • Ramping up the standardization of supplier exchanges in Central and Eastern Europe with Constantin Stroe (ACAROM) and Ercan Tezer (OSD).

■■■

LOGISTICS

Domain

• Company Performance Management (in and outside auto industry) with Sebastien Motay (PSA PEUGEOT CITROËN), Denis Mozzo (RENAULT) and Sebastien Caillau (Log & PI). • Benefits and limitations of standardization: an open and frank forum on the experience with standards in the day-to-day business with Dominique de Bengy (Renault) and Virginie le Garsmeur (SNOP). This conference provided also the opportunity to reward Joël David (GEODIS) and Jean Thuaudet (DACIA) for its implication in logistics activities.

Jean Thuaudet (DACIA) and John Canvin (Chairman of Odette)

■■■

Release of several press articles

■ Logistique Magazine • Traceability in automotive industry (January 2007)

■ Vehicule News

■ Strategie Logistique • • • • •

EDI in automotive industry (November 2006) GALIA/GS1 partnership (December 2006) Dossier : “Parts delivery” (March 2007) MRP : The automotive world (June 2007) Traceability conference 2007 (November 2007)

• AUTOTECH 2007 (September 2007)

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The

ENGINEERING Domain

A few words from the chairman of GALIA Engineering Committee GALIA’s Engineering Board which I managed since last March gives its members a unique opportunity of working together on common projects between manufacturers and suppliers, in the IT as well as in the domain of methodologies in order to support the co-design of vehicles.

Hervé Criquy Chairman

During last year, the key criteria of the selection of the topics dedicated to the working groups have been the necessity of addressing subjects sponsored by the companies belonging to the Engineering Board, managed according to short time cycles, leading to applications quickly deployed, and with measured return on investments.

Alexandre Loire Project Manager

Here are some examples in work or published as recommendations: identification of a common set of CAD models quality rules, management and exchange between OEMs and suppliers of structured data thanks to the STEP AP215 format, optimisation of design methodologies with CATIA Version 5. On the top of all, the added value of the Engineering Board relies on the capacity of its members to provided the necessary experts on the selected subjects, especially (but not only), on the manufacturers presence. Obviously this action must continue in 2008 if we want GALIA Engineering domain to be meaningful. Hervé CRIQUY

Context of engineering exchanges in the automotive industry in 2007 Today, the automotive industry is widely organised. It is a continuous chain extending from the vehicle manufacturer to the smallest lower-tier supplier. Consequently there are frequent exchanges of information and cooperation between partners must be flawless in so far as a great deal is at stake in terms of confidentiality, expertise and markets. If the industry is organised in this way, it is partly because the market has become global and disparities in labour costs, taxes and raw materials are facing ferocious competition. Our industry has proved its adaptation capacity by applying two main sets of measures: ■ Reductions in design and development leadtimes, involving: • Intensified cooperation between vehicle manufacturers and subcontractors. • Structured exchanges of information between them. ■ Improvements of vehicle manufacturing and distribution, involving: • Constant adjustment of the industrial resource on a day to day basis in response to the demand of the customer.

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• Coverage of all aspects of logistics and information processing from the initial order right up to vehicle delivery. Everything depends therefore on reliability, security and organisation of information transfers. It’s exactly on what GALIA is focusing in its engineering activities. The globalisation of the context urged the engineering Committee and GALIA's Board of Directors to demand an increasing development of international relations. These relations involve two levels: ■ Reinforcement of relations with the associations representing the German industry (especially ProSTEP iVIP). ■ An increased investment in the global consortium SASIG which active members are our partners from Odette Sweden, VDA (Germany), AIAG (USA) and JAMA (JAPAN), and liaison members (not having the rights to vote), ISO, JAPIA (Japanese supplier’s association), ProSTEP Ivip and, of course, Odette International. Let’s see the projects on which we have collaborated respectively on European and global level.

The

ENGINEERING

Domain

European collaboration Exchanging information in CATIA V5 environment

The arrival on the market of the latest version of the CAD program from DASSAULT SYSTEMES has caused a great deal of thoughts among the specialists and some questioning on the design methodologies used so far. The work realised by the GALIA group follows what was done in the area of digital data quality and extends the already published recommendations (which were used as a set of technical specifications to be fulfilled by editors of CAD data quality analysis programs or “checkers”) by looking at the specific case of CATIA version 5 as far as French car manufacturers and parts suppliers are currently receiving or are prepared to receive data modelled with this software. The easiness of data exchange is really important for parts suppliers who have to work on the environments used by each of their customers.

The working group has therefore considered the problems raised by exchanges in file mode specifically for CATIA Version 5 environment. The recommendation published this year lists 100 criteria which have to be respected in order to ensure the legibility and the exploitability of data uploaded or downloaded from CATIA V5. This recommendation is available both in French and in English. GALIA aims to allow the foreign partners willing so to take advantage of the results of this working group. ProSTEP iVip association in Germany and Odette Sweden have already joined this recommendation. The SASIG consortium plans to make it a subject of the XMTD working group. The recommendation was also sent to editors of quality analysis programs so that they can integrate these criteria into their tools and that testing validates the strength of the criteria selected in the recommendation.

Compatibility of design methodologies

While exchanging information between manufacturers and suppliers, a lot of time is wasted because of data conversion and preparation prior to sending them to the customer. Looking for developing a maximum of standards sets adapted to the needs of

their own OEMs, suppliers are now equipped with their own CAD-PDM environment and they have to communicate with their customers with appropriate systems and environment. The hereafter diagram can sum up the process:

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The

ENGINEERING

Domain

In order to automate and simplify as much as possible the data package preparation, GALIA has started a working group which mission will be to build specifications and a set of tests in order to prepare properly the data to be exchanged with the manufacturers. Its goals are: • Validate, within the environment of the company, the compatibility of design methodologies according to customer’s CAD data exchange specifications. • Define and describe a common process for all the OEMs and the specific processes. The problems associated with the exchange context are the following: • Identification of the best of breed application on the market to switch off the know-how imbedded in the CAD models. • Preparation of the data in order to exchange it with the customers. • Integration of the applications of conversion and preparation of the data inside the standards tools of the company.

We propose to work in two steps: • Definition of the exchange package starting from the reference data of the company (without know-how). This data belongs to the company and therefore cannot be shared. • Definition of the method used for the conversion of the exchange package into data that can be exchanged according to the appropriate OEM specifications. This data can be shared. This implies: • Identification of customers’ specifications (methodology and structure). • Identification of the process used to transform the reference data into data respecting customer’s specifications : - Within the company and with GALIA members. - Review customers’ pre-requisites or specifications. - Definition of the appropriate process to transform the data.

Testimony of Christine Fievet, Responsable CATIA Competence Center Manager at VALEO ■ GALIA: Mrs Christine FIEVET, you are the Chairwoman of the working group

“compatibility of design methodologies in CATIA V5 environment”, can you tell us more about this project?

CF: Suppliers have to face a great number of CAD environments used by their customers. Even when it is the same CAD system, there is a number of releases level and other qualifying statements. This is the cause of a first data conversion from the manufacturer environment into the supplier’s one. Then the work on the data, the destruction of the know-how specific to the supplier’s expertise, the preparation and the conversion of the model in order to be used in the OEM’s environment follow. The question is: how is it possible to automate the supplier’s data preparation process before sending them to the customer? The supplier’s reference data must be set up according to the customer’s specifications (product structure, data creation history…). This is the reason why, following the works on CAD data exchange quality in CATIA V5 environment, it looked natural to continue the efforts in order to deal with the data preparation aspects in the context of data exchange.

■ GALIA: How do you intend to work? CF: For this kind of exchange, one has to ask the following questions: • What these data are used for? • What are the appropriate data formats? • What are the potential and expected gains for both companies? This allows a long term working plan to be defined including the use of light visualisation formats such as JT, PDF 3D or 3D XML. For the above question, VALEO proposes a plan in two steps: identification of the existing exchange processes and identification of gains; definition of the exchange package (data preparation and conversion method). We are going to start to analyze all exchange conventions which bond every supplier with their respective customers and share the different obligations which are recommended. We had a first meeting in which RENAULT and PSA PEUGEOT CITROËN, VALEO, FAURECIA, LISI AUTOMOTIVE TREVES and CONTINENTAL participated.

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The

ENGINEERING

Domain

Remarks in conversation with Alexandre LOIRE (Engineering Project Manager)

■ Managing modifications We quote this subject as a reminder as soon as it is officially treated at the SASIG level and the GALIA group working on this subject participates in worldwide meetings of which we will discuss here below. However, the most active participants of SASIG being GALIA, the VDA CAD-CAM AK group and Odette Sweden, it is possible that meetings of European experts will take place on the sidelines of global working group.

Collaboration within the framework of the global SASIG consortium SASIG XMTD: exchange and management of technical data

The working group deals with all the aspects of technical data exchange between engineering offices. This covers many subjects: • Realization of the processes and the exchange messages containing engineering data (ENGDAT). • Realization of the processes and the exchange messages of the administrative data related to partners in the context of the project between customer and supplier (ENGPART).

• Participation to the realisation of the Odette File Transfer Protocol V2. • Participation in the work on integration of the Joint Automotive Data Model XML in ENGDAT V3. The XMTD working group deals with all those subjects, all described in recommendations published and downloadable on the Odette International website (www.odette.org). We present hereafter some key points on the current subjects.

ENGDAT

What is ENGDAT? Approximately, it is the related to the sending of a group of technical data from a transmitter (with an accurate and correct address) to a receiver (with the right characteristics). Often, due to a lack of accuracy, the data waste time to leave and/or to arrive to the appropriate receiver. The SASIGXMTD gives the version 3 of the ENGDAT messages which structures and makes reliable the exchange of data. The types of exchanged data are CAD, calculation, bill of materials data or any kind of document associated with them (documentation, tables, drawings, pictures…). The formats used are the native formats of CAD/CAM systems, of PDM, of calculation or the neutral formats of exchange: STEP, SET, IGES, UNISERF, VDA, and SPAC… The exchanges are structured in the SASIG XMTD recommendation into four main stages: the request, the sending and reception of the data, as well as the management of acknowledgement of receipt. All these stages are codified in ENGDAT message. On the diagram we can see the complete flows and the organisations concerned by data exchange.

The advantage of formalizing such information exchanges is therefore to arrive to a single mechanism common to all vehicle manufacturers and their subcontractors at all levels, based on an automotive global communication standard. This leads to major savings since: • There is only one system for information exchange throughout the entire supply chain and therefore the return on investments is immediate.

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The

ENGINEERING

Domain

• Productivity is improved because users need to be trained only once to exchange CAD or PDM data in an integrated manner. • There is less delay between the availability of information for transmission and its actual reception and this contributes significantly to the reduction in cycle time given that such transmissions are automated.

• The quality of both processes and products is improved because the data is reliable and integrated and digital models arrive all at the same time and at the right destination. To conclude, the SASIG XMTD recommendation will be used by software editors to implement all the above concepts in data exchange solutions available in a near future.

OFTP2

■ New opportunities for data exchange thanks to the OFTP2 protocol

The Odette File Transfer Protocol has been commonly used for a long time within the automotive community to exchange CAD data allowing building the Digital Mock Up. As a matter of fact, in 1986 Odette International certified the first version of the file exchange protocol. Its main characteristics are: • There is not a high level of security. Its usage requires secured networks (RNIS, VPN and so on). • It is frequently used to transfer files within the European automotive community. • It allows the implementation of Technical Data Exchange applications based on Odette’s recommendations and messages ENGDAT V1, ENGDAT V2… But the context is subject to change. Nowadays the availability of DSL allows sending greater quantities of data at lower cost and within reasonable amount of time. It is one of the questions the SASIG consortium is addressing as one of its works. The first OFTP2 works have been decided during the fall meeting of SASIG-XMTD group (eXchange and Management of Technical Data) in Goteborg in September 2004. The needs were the following: One of the objectives of the development of the ENGDAT V3 recommendation is to be deployed worldwide, even in countries where the ENX network is not available at affordable costs; it is therefore important to exchange easily data with Internet. An Ad Hoc group was created to think about future alternatives in B2B communications. The first meeting took place in GALIA in November 2004. The Ad Hoc group turned into an Odette Working Group in May 2005, in London, with the objective of bringing OFTP to such a security level that it could be used on Internet. These works required a high level of expertise in encryption and security management. Lots of experts, mainly service providers and software editors, joined industrials to

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prepare the Odette recommendation published in November 2006. It contains the protocol specifications and file security services. Moreover, an implementation guidelines document is being developed. The main ENGDAT technical characteristics of OFTP2 are the following: • • • • • • •

Secured authentication Data confidentiality Digital signatures Data compression SSL secure session Signed acknowledgements Bigger size of files

Please note that if your company is interested in a pilot implementation based on OFTP2 with one or more partners, you can contact either Odette International ([email protected]) or GALIA ([email protected]).

■ OFTP2: The scope of use OFTP2 provides an advantage to the liaisons with non-European partners (suppliers or manufacturers) who can only have access to Internet (Mercosur, Asia, and so on).It allows to replace the RNIS connections too slow and it is an alternative to web based solutions on https secure server with poor functionalities (no file restart in case of interruption of service, no batch…). It can also be used by "small" European suppliers.

■ OFTP2: The state of the art Following the publication of the recommendation and the implementation guide (coming soon), a request for comments has been addressed to the editors who have already tested the interoperability of their applications. Then, it will be possible to launch the route to market of solutions.

The

ENGINEERING

Domain

Testimony of Mickaël Viennet, IT Project Manager (PSA PEUGEOT CITROËN) ■ Mickaël VIENNET, you are in charge of the OFTP2 implementation study by non ENX connected suppliers, can you tell us a few words regarding it?

MV: Our engineering data exchange structure allows us nowadays to send and receive this kind of data in an optimal way: its security characteristics, traceability, automation and performances are possible thanks to the use of OFTP (Odette File Transfer Protocol). As a matter of fact, the OFTP protocol is an enriched version of the worldwide well known FTP. Nowadays this protocol is the automotive industry standard for exchanges of technical data. Nevertheless it has a major defect: a security layer is missing which prevents from using it on the Internet and limits its use to secure networks like ENX. Unfortunately, for suppliers located outside Europe, especially in Asia or in Mercosur, it is not straight forward to have access to ENX: cost and availability. Only “web-based” solutions (using HTTPS and not OFTP) can be considered on Internet, with all their drawbacks: no file restart in case of interruption of service, no batch, no traceability... At the end of 2006, Odette certified OFTP protocol version 2 which implements several security functionalities: Secure session authentication, digital signatures, data compression, and SSL secure session. OFTP2 implements the best of class security standard technologies, and nothing seems to forbid its use on the Internet. It seems we've found THE solution to our problems. It just remains to deploy a solution. We have identified the impact of the deployment of such a tool, and we have started the IT project management process in order to let all and everyone of our partners to be connected first quarter of 2008.

■ What is the status at the end of 2007? MV: The implementation of the OFTP2 structure has been planned in several steps: • • • • •

Deployment of a new exchange server using OFTP2. Connection with the exchange interface used by PSA PEUGEOT CITROËN partners. Availability of this service on the Internet. Adaptation of our public key infrastructure (to allow it to deliver security certificates to our partners). Implementation of a batch process and associated interfaces, for the certificates delivery.

Today, the new server is installed and available for service. We are enhancing its access to the Internet, in order to guarantee the security of our infrastructure and the integrity of the data exchanged. We also can automatically provide our partners with certificates to authenticate their OFTP2 machines. The procedure to obtain a certificate for a supplier has been strongly simplified for our partners. The pilot phase which has started with several of them (in Brazil and India), will allow us to check and validate that our infrastructure is running properly. The general availability will take place at the beginning of 2008, and we’ll enter then in a promotion phase of the solution towards our partners. In 2008, availability of an OFTP2 exchange service for a PSA PEUGEOT CITROËN partner will only require: • Installation of an OFTP2 workstation. • Opening of an OFTP2 account on PSA PEUGEOT CITROËN server (e-mail of an application form). • Installation of a digital certificate on the OFTP2 station (automatically provided by PSA PEUGEOT CITROËN as soon as the application form is received).

■ What are the consequences of OFTP2 implementation on other projects? MV: OFTP2 implementation for PSA PEUGEOT CITROËN is one of the steps to a more global optimisation of the relationships with our suppliers. It is a prerequisite to other digital technical projects like ENGDAT V3 standard implementation in our exchange procedures.

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The

ENGINEERING

Domain

In general, using OFTP2 will greatly optimize data exchanges between PSA PEUGEOT CITROËN and its partners: time saving thanks to exchanges automation and high speed networks such as the Internet, money savings for our partners because RNIS communication costs are lower, opportunities to work with new partners in an optimal way... The gains will be straight forward included in the global reduction of the design costs of vehicle projects and increase in the quality of the data exchanged.

SASIG PDQ: Product Data Quality

The global automotive industry is increasingly dependent on digital product data to design and make vehicles. This means that Computer Aided Design software is extremely important. Because of this dependence, quality shortfalls in CAD data bring with them problems during the development of a new car. For SASIG consortium members the most effective approach was to build a common set of criteria enabling the evaluation of the digital modelling quality and to correct problems on the basis of the criteria decided by the customer. The task of the working group was to develop a comprehensive recommendation that would provide with a neutral definition of quality criteria with a view on the analysis of product data quality in the following areas:

• • • • • •

Geometry, Non-geometric data (layers, etc), Meshing, Manufacture, Tolerances, Quality inspection.

SASIG PDQ V2.0 was not only used as a basis for the development of numerous product quality analysis tools, but it has also been filed with ISO, which has decided that it should be a “Publicly Available Specification”, a first step towards total certification, in order to allow all users of CAD software to benefit from it where they need to exchange designs between partners.

SASIG PDM: Product Data Management

Digital mock-ups are increasingly used today in engineering offices and this tool makes it possible for suppliers to be increasingly involved in the various stages of vehicle design. This means that in addition to parts in digital format, it is necessary to exchange whole assemblies in 3D format.

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To build, visualise and manipulate a digital model providing a virtual representation of the product and its various configurations, technical data management systems are used to make it possible to save

the data-tree for a product as it is designed and as it will be manufactured and maintained. The recommendation drawn up by this working group compares the various standardised approaches to the exchange of product information derived from such data management systems. On the basis of such comparisons, the recommendation proposes common solutions to all partners in the global automotive industry in the fields of assembly data exchange and production change management.

The

The recommendation enables the following: • Identification and modelling of engineering process scenarios. • Identification of data and specification of the relationship between data in the case of each scenario (synchronous, on line, etc).

ENGINEERING

Domain

• Development of A SINGLE comprehensive solution based on STEP and XML. • Harmonisation of efforts to implement and validate each solution. • Substantial savings over the € 1.4bn data exchange cost just in North America.

Testimony of Alain Clément, PLM IT Manager (FAURECIA) ■ Alain Clément, , can you tell us what your missions are at FAURECIA? AC: I belong to the IT division of the group, in the department “IT for Engineering”. I am in charge of Technical Data Management Solutions implementation. The company database is ENOVIA MATRIXONE. But we also use ENOVIA VPM and Team Center Engineering CAD to make data management easier.

■ What are the objectives and the framework of the PDM2PDM project you set up with PSA PEUGEOT CITROËN? AC: There are a bunch of them. Firstly we want to exchange CAD data and parts of Bill of Material. Because our data models as well as our tools are different (ENOVIA VPM for PSA PEUGEOT CITROËN and ENOVIA MATRIXONE for us), we have chosen to exchange data structures using STEP AP 214CC6 format. Regarding CAD data, we have made the choice of easiness in order to validate and secure the exchange concept; we exchange only CATIA V4 data.

■ How do you proceed? AC: Within FAURECIA, the process is as follows: • • • • • • •

CATIA models and STEP files reception using ENGDAT/ABSTRACT. Opening of the GALIA envelope. Import of STEP data with the Open PDM customer. Creation of the MATRIXONE structure with the Open PDM client and CAD models import. Creation of CAD data within MATRIXONE. Export of a STEP file and GALIA’s envelope preparation. ENGDAT/ABSTRACT transmission.

Of course, PSA PEUGEOT CITROEN applies the same process using COMVPM and ENOVIA VPM. There is therefore one additional step for synchronization of the Bill of Material to be sent with the global Bill of Material of the Digital Mockup. Up to now, we have demonstrated that we can run both complete cycles and that we could save important amount of time and money exchanging large structures.

■ What are the next steps? AC: We have only worked in CATIA V4 environment. We have to do the same with CATIA V5. The complexity of CATIA V5 data management models and the process difference between PSA PEUGEOT CITROËN and FAURECIA increase interest in the project. Moreover, processes and methods must be documented. References, steps, data maturity must allow us to update the digital mock up as fast as possible within the data management system. In addition, we shall have to develop the related software.

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The

ENGINEERING

Domain

Testimony of Claude Rousselet, Extended Enterprise Solution Manager (PSA PEUGEOT CITROËN) ■ Claude Rousselet, can you tell us a few words about your function at PSA PEUGEOT CITROËN?

CR: I am in charge of the team dealing with Solutions for Extended Enterprise belonging to the Product-Process IT direction. Our mission is to define the solutions allowing PSA PEUGEOT CITROËN to work during the Design Phase with the suppliers, Design Offices or Manufacturers. The implemented infrastructure and tools give access to our systems via our B2B portal and the exchanges with those of our partners supported by the Internet or ENX.

■ What is the interest of PSA PEUGEOT CITROËN in PDM2PDM works? CR: PSA PEUGEOT CITROËN is committed to partnerships. This can be seen through the active participation of suppliers during the design phases of vehicles and parts, through the outplacement of design of subassemblies by an external design office or through the cooperation with other manufacturers. This diversity, both in the number of our partners or in the quality of data exchanged, requires some standardization of common concepts. Thanks to neutral format and associated processes, it is possible to control economical, technical and feasibility impacts. PDM2PDM works are based on our first Digital Mock Up import/export realisations using the STEP AP214 Conformity Class 6 format. The interest of the project is to optimize the extraction phase and the reintegration of the data (without keying or changing any information), but also to optimize our internal methodologies for exchanging data with our partners saving the aspect of technical objects in the exchanged files and without losing semantics.

SASIG ECM: Engineering Change Management

Manufacturers and their suppliers modified their methodology of vehicles development and production. They organised themselves in co-development platforms (often virtual) and the manufacturing was focused on co-production. In both cases, the production change management is a critical process on which rely quality, delays and vehicle costs. a) During the development phase of a vehicle, parts go through many evolutionary stages which often have a knock-on effect on other components. It is fundamental for a supplier to be immediately informed of any modification that has an impact on one of the products to be designed. A lack of

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availability of this kind of information or even simply a delay in providing it can have the effect of letting a supplier continue working on outdated items with all the ensuing consequences on costs and leadtime. b) During the vehicle existence, equipments go through changes, or for several reasons, a supplier can be called to replace another one. If so, the assembly chain must take into account new functional items or new components. At what moment shall we start to assemble them? Must we adapt the assembly process? What are the impacts on the supply chain? All these questions require answers.

The

On the design part, works have been achieved by a working group which operated until 2000. The outcome of this work was formalised in a set of functional specifications and a set of technical specifications describing the process of a modification request and of the commitment between the customer and the subcontractor. Concerning the logistics part, an analysis of the current situation will be done.

ENGINEERING

Domain

Aware of the future prospects, American, Japanese and European vehicle manufacturers and part suppliers started working on the subject. GALIA joined the group and is actively participating to it. The idea is not to change completely the existent internal processes but to harmonise during the exchange of information necessary for a change, the terminology, macro-processes and common milestones.

Testimony of Jérôme Chochon, IT Project Manager (PSA PEUGEOT CITROËN) ■ Jérôme Chochon, can you tell us what is your position and missions at PSA PEUGEOT CITROËN?

JC: I am an IT Project Manager within the "Solutions for Extended Enterprise" team belonging to the Product/Processes IT systems Division. Our team works on the implementation of solutions allowing PSA PEUGEOT CITROËN to work during the Design Phase with our partners: Part Suppliers, external Design Offices or Manufacturing partners. These solutions can be our IT system access tools available both on ENX or the Internet. They can also be data exchange module implementation tools relying on neutral formats. These data exchanges take place between our IT systems and our partners’ one.

■ What do you mean by “Modification Management”? JC : From a general view, Change Management is a process with all the related actions to deal with a new need or the modification of an existing need. It also deals with the company activities impact study. Request for modification can occur for different reasons: • • • •

Change in the legislation. Market evolution or a need for being more competitive. Identified impacts within the company during the development, industrialization or production phases. Quality or security problems.

These changes can have an impact on vehicles or components or parts being designed or in production regarding cost, delay or simply feasibility aspects. The request for modification is going to be supervised by a multi step analysis process.

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The

ENGINEERING

Domain

In a first time phase, for a given modification, one has to be able to quickly and completely identify all the impacted deliverables. Then, it is important to list all the potential alternatives suitable for this modification and select only those which look like feasible regarding technical and economic aspects, planning and impacts on other products. The third phase consists in defining one or several technical possibilities issued from the previous list, check its/their consistency with the existing parts and environment, and finally, decide for a unique solution. This solution will be considered by the design office, then industrialized and produced.

■ How SASIG ECM working group has been created and what are their goals? JC: SASIG ECM working group (Engineering Change Management) is made of representatives from VDA (DAIMLER), Odette Sweden (SCANIA - VOLVO) and GALIA (SIEMENS VDO - PSA PEUGEOT CITROËN). It is chaired by Jurgen SCHARPF (DAIMLER), assisted by Guenter STAUB (PDTec) as a technical expert. SASIG ECM objectives are to set up a recommendation to strengthen the link between OEM/supplier in order to have a more efficient collaboration for the change management. It is the reason why it was first proposed to analyze the existing VDA recommendation VDA4965 created in the context of the “Engineering Change Management” project led by ProSTEP iViP and VDA. The content of this recommendation is: OEM/supplier interaction scenarios, structured messages and a data model related to the above mentioned scenarios in order to set up a change management process between a supplier and his customer. The data model is based on standards such as STEP, XML and PLM Services. It is to notice that this recommendation does not impose to use processes and methodologies within every company; on the other hand it should be used for any exchange between companies.

■ What is the status of the works? JC: Every National Organisation (VDA, GALIA, Odette Sweden), and mostly members such as PSA PEUGEOT CITROËN, have read this recommendation, analyzed it and added comments from their own internal procedures in order to define a complete Change Management process. The objectives of the working group and the Change Management global process have been published in a white paper. They were validated by SASIG at the end of 2007. The VDA recommendation dealing with the technical solution analysis phase should be validated by SASIG at the beginning of April. Moreover, prototypes are already being developed by the manufacturers, members of the group, and software providers.

■ Why PSA PEUGEOT CITROËN is so interested in these works? JC: PSA PEUGEOT CITROËN is always so involved in its Extended Enterprise policy, whatever it is in the suppliers’ active participation in the design phases, in the outplacement of vehicle components design, or in its cooperation with fellow manufacturers. So, participating in a common process elaboration between PSA PEUGEOT CITROËN and its partners, for a better control of economic, technical and feasibility impacts, is in accordance with our vision. Moreover, these works have been an opportunity to compare our internal procedures with other manufacturers’ and to define equivalences between PSA terminology and the consensual one elaborated by the SASIG group in order to improve the relationships with our partners. We are in the process of setting up a data exchange prototype based on SASIG recommendation at the moment.

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The

ENGINEERING

Domain

SASIG DEV: Digital Engineering Visualisation

Communication and validation process based around the design universe are changing. We have seen in the past information exchange and validation meetings structured around: • Physical prototypes. • CAD workstations. • Based on exchanges of CAD data (with or without metadata). • Based on exchanges of CAD data with specialised validation tools (with or without metadata). Now, with the arrival of digital endto-end continuity and “web-based” resources requirements for the visualisation are affecting an increasing number of other actors both inside and outside companies. A few examples: buyers need to look at the 2D and 3D data on their PC, validation meetings take place increasingly frequently through “web conference” sessions; toolmakers need to have the data from the CAD files as soon as possible to make their tools or conduct process simulation sessions; garages use the data from CAD files to illustrate repair procedures and so on and so forth… hence the creation of “Master Document” concept for wide-ranging uses and reuses with the visualisation of engineering data. Aware as they are of this context, American, Japanese and German vehicle manufacturers and part suppliers have created a working group in SASIG where the French automotive sector is not adequately represented. The SASIG DEV (Digital Engineering Visualisation) group has drafted a (guideline) document setting

out best practices in terms of visualisation, technologies and standards to be referred to in order to facilitate implementation of visualisation based on design data such as CAD geometry, product structure, simulation results, annotations, tolerances and tessellated data. The goal is to improve collaboration between vehicle manufacturers and parts suppliers. For example, this recommendation should be able to optimise: ■ Costs • By reduction of the number of CAD licences, physical prototypes, modifications and by optimising work stations. • By suppression of 2D plans. ■ Lead-times • In providing broadly-based access to engineering data throughout the Extended Enterprise, thus facilitating collaborative work. • In speeding up the process whereby products are brought to market.

Deploying recommendations in engineering As far as roll-out is concerned, most recommendations in the engineering domain are intended to be integrated into software available on the market. Although not promoting any particular solution, GALIA wishes to be in a position to analyse the deployment of existing recommendations by setting up appropriate indicators. This will make it possible to detect possible obsolescence of some recommendations and to assess whether an update is necessary. Among the current lines of thought, the Engineering Committee is looking for the possibility to develop a guide and a questionnaire to optimise implementa-

tion of collaborative engineering end-to-end along the value chain (along the lines of Global EVALOG) and the possibility to measure the degree to which recommendations have been integrated into commercially available solutions. This will take a form that remains to be determined. As a corollary to these steps, the Committee wishes to open up to small and medium companies in synergy with the A.L.F.A Project, listening to their specific requirements and going to visit them locally in order to promote the recommendations and assist second and third-tier suppliers in implementing the processes recommended by their customers.

41

The

ENGINEERING

Domain

Future prospects During the last engineering committee of the year, a certain number of subjects enabling easier exchanges between partners were proposed. These subjects are the following: a) Compatibility of design methodologies with CATIA V5. b) Definition of data exchange in PDM environment. c) Cabling, digital and information data exchange from company to company (STEP AP 212…). d) Management of ECAD/MCAD integration. e) Requirements management (STEP AP 233). f ) Validation of ECM works with electric, digital and information data. g) Long term archiving. h) Management of “3D light” files in PDM (JT, 3D, pdf…).

i ) Codification of materials/substances in engineering. j ) Creation of a repertory of best practices in engineering. Each one of these subjects will be studied to determine the real interest and the benefits that the automotive industry expects to make out of application. This study will decide if a working group should be created. If you are interested in one of these subjects, do not hesitate to contact the engineering Project Manager for more information and join the group. Before starting, a survey will be launched allowing the constitution of a documentary database which will be at least updated once a year.

Communication in the engineering domain In addition to contribution made by the Engineering domain to GALIA newsletter, numerous communication campaigns have been conducted: the GALIA web meeting to present the work done by the “exchanges in CATIA V5 environment” or “Engineering Changes Management” working groups, presentations given to MICADO, to MOBILIS

42

2007, during the Odette conference 2007 and participation in numerous symposia devoted to the Collaborative Engineering and PLM. In any events, it has been possible to present the state of the art in engineering at GALIA and to demonstrate the importance of the work being done in this domain.

The

PRM Domain

2007: a year of transition As already evocated in the previous management annual report, the B2B functional committee was turned into the PRM Committee (Partner Relationship Management) in 2007. B2B activities are now mature. Needs of standardisation have changed as soon as car makers and suppliers have been familiar with portals and other collaborative tools. Now a day, most of the European automotive industry actors are equipped. They have structured their Internet environments, they have developed their portals and they have defined the associated roles of use. Even if all these items are not yet covered by standards, each actor has implemented and rolledout its own solutions to follow the dramatic deve-

Technology Process Logistics

e.g. Aftermarket

TC PRMC

Engineering

e.g. Quality

lopment of portals in the management of the relationships between OEMs and their suppliers. Now, modify these structuring elements to adopt standards could be considered as expensive and not profitable. That explains that OEMs and their suppliers do not find any interest in working on the missing standards. Therefore, subjects treated by the B2B committee have become less and less functional-oriented and more and more technical. To continue to support Odette members in integrating this change, the Board has made decision to modify the scope of the B2B committee: it is still a discussion forum for B2B specialists but its name changes to become PRMC (Partner Relationship Management Committee) and it could focuse on functional processes to manage the relationships between partners. The born of the PRMC illustrates the need for Odette and its members to make standardisation activities rely upon two different committees working in parallel: TC (Technical Committee) and PRMC (Partner Relationship Management). These committees are complementary and must support business-oriented committees like shown by this scheme. In 2007, there were three PRMC meetings. The main goal was to manage the transition from B2B to PRM. Early in 2008 and further to the conclusions of the last PRMC meeting held in October 2007 in Paris, the missions of PRMC will be detailed through a roadmap.

Work in progress NPMI (Non-Production Materials Identification)

This project aims to standardise the catalogue of goods none directly required for the production of cars and equipments.

This work is a little late compared to the initial timing plan. Nevertheless, works continue to progress and were effective in 2007. The issue of the first version of this recommendation is expected during the first quarter of 2008.

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The

PRM

Domain

Testimony of Gérard Chaumont, Non Production Material Identification Project Manager (RENAULT) ■ What’s your function at RENAULT? GC: I am Non Production Material Parts Identification. The aim of this project is to renew RENAULT’s non production material catalogue. It is currently made of more than 500 000 actives references and it is hosted in a system set-up in the seventies. Our approaoch relies upon the use of standardized or normalized concepts on the one hand and exchange technologies (EDI) on the other hand and aim to achieve cost reduction and quality improvement in managing this catalogue.

■ Which works are you involved in within the GALIA/Odette community? GC: Following a common though between PSA PEUGEOT CITROËN and RENAULT in 2000 and in order to extend the operation to a great number of actors, a working group was set-up within GALIA. As a result, a recommendation called product of functioning in the industry (PFI) was issued in May 2004. It was based on concepts like classification, characterization and codification from ISO standards 154594 and 13584 (PLib). At the same time an intersectional committee also called PFI was created under the patronage of GALIA. Then in the context of European even international approach, it seemed natural to propose the creation of a working group within Odette. The group, sponsored by 2 French car makers and AUDI, was officially launched in September 2006. It also included part and PFI suppliers. The objective is to achieve a European recommendation called NPMI (Non Production Materials Identification) by the end of 2007. This recommendation is intended to be deployed and implemented by the whole actors of the European automotive industry. A working group of a similar nature is also functioning regarding the French standardization (AFNOR) in order to develop an experimental standard on the same matter.

■ What are the achievements up to now? GC: Our concern has always been to have common thoughts linked with concrete actions. RENAULT launched a first large-scale operation called “LMPR-2005” (list of Materials recommended by RENAULT) which has allowed from 2005 to involve about one hundred of Non Production Material suppliers on the delivery of managing data related to more than 20 000 items. The catalogue was the subject of a demonstration developed on a web-based portal. At the end of 2006, PSA PEUGEOT CITROËN launched an operation intending to supply its own referential. It concerned about one hundred suppliers of Non Production Material.

■ What are the perspectives? GC: Fall 2007, continuing PSA’s action, a massive operation was launched to generate catalogue data. It was initiated by 3 main PFI Committee members: PSA PEUGEOT CITROËN, ARC INTERNATIONAL and RENAULT. By the end of 2007, the objective of this operation is to collect modeling data for more than 300 000 items coming from more than 500 Non Production Material manufacturers and to make them accessible as soon as possible to members of the AFIM (French Association of Engineers and Service Manager, member of PFI Committee), current manager of the portal supporting this operation. In parallel, the PFI Committee with other members like SCHNEIDER ELECTRIC, TOTAL, EDF, MICHELIN, is leading a project designated as “community place of technical catalogue data for Non Production Materials”. It should propose advanced functionalities (registration kit, subscription, personalized management and so on) and should be available some time in 2008, in conformity with a shared economic model. This is the reason why it is important that the automotive industry, through GALIA and Odette, remains a strong prescriber regarding decisions to be made: GALIA/Odette works represent our best reference.

44

The

PRM

Domain

Portal Agents

Portals and other web-based applications have dramatically transformed the process of data exchange among members of the automotive supply chain. Thanks to these tools, volume, frequency and quality of data exchanges have increased. Their main weak point is the system integration. The use of web-based applications often requires users to manually retype data into their own systems. This manual operation appears as a functional regression compared to the total integration provided by EDI. To avoid manual typing, agents have been developed to download data from portals and upload them into users’ applications like ERP.

The use of the agents makes questions to portal owners for both technical and functional points of view. Thanks to a common meeting between TC and PRMC members, this topic has been qualified as technical. Now, TC members are going to define the best practices to be deployed to allow portal users to securely use portal agents in guaranteeing data integrity and a total security for all the trading parties. TC is in charge or the work but PRMC is still involved to support as far as required.

Projects in study phase Service mutualisation

In 2007, mutualisation of services has made discussion. BMW have submitted a project to PRMC. It aims to mutualise authentication processes for portal users. The need is obvious: “due to the development of portals, users have to manage many IDs and passwords (one couple ID - password per portal) and the owners of these portals deploy many efforts to manage users’ accounts”. BMW have proposed to study the opportunity to mutualise efforts to manage user accounts. Thanks to this kind of service mutualisation, users could have got a unique ID to access all the portals. When accessing to a portal, the mutualised service

could exchange data in form of encoded key with the portal owner and then manage access rules accordingly with those defined by the portal owner. This project presents many advantages. The main are the potential savings in the management of the user accounts for portal owners and reduction of the number of IDs for the users. However, this project makes questions related to the security and the management of this kind of share services. A working group leaded by BMW was created to go further in this study and measure the opportunity to launch a project.

Portal Terms and Conditions

As announced in the management report for 2006, PRMC members have worked on Portal Terms and Conditions in 2007.

Furthermore, standard PTC must be considered in a worldwide perspective to support the internationalisation of OEMs and suppliers and it is often related to legal aspects.

Today, no final decision was made. The first discussions show how difficult it could be for portal owners to change their current Portal Terms and Conditions to adopt standard ones.

Complementary study is in progress to allow PRMC final decision in earl 2008.

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A.L.F.A. Project Amélioration des Liaisons dans la Filière Automobile

A project for helping the small and medium companies of the automotive value chain.

General context The ALGOE survey, ordered by the French Ministry of Economy, Finances and Employment, dedicated to the structural adaptation of the Small and Medium Companies (SMC) to the New Technologies of Information and Communication (NTIC) has been made in 2003. This survey has concluded that NTIC are insufficiently used by SMC and suggests an

action plan for the deployment of best practices and the implementation of tools leading to enhancing the performances of the Small Companies. On the matter of NTICs, French SMCs are late compared to other countries of Europe, if not the world.

The expectations of the Automotive Value Chain GALIA’s board has decided in 2004 to start a project in order to help the Automotive Industry small suppliers: A.L.F.A. (translated from French: Enhancement of performances in the Automotive Value Chain). This project has two main objectives:

• Ensure the durability of Automotive Tier 2 small suppliers, by giving them the means to adapt themselves to this new environment, linked to global and worldwide exchanges, and to their new positioning within other industrial segments (mechanics, aerospace…). • Improve the competitiveness of Automotive Industry.

The different steps (2004-2006) Organisation set up by GALIA:

• • • • •

Creation of a National Strategic Committee. Creation of a National Steering Committee. Local Management by regional promoters. Creation of regional Steering Committees. Technical partners: - Trade federations

- CETIM - CTN in Caen (14) • Ecole des Mines de Paris: Scientific Management Laboratory. • Financial Partners: (DRIRE and Regional Government).

Start of the operation in the following regions:

Basse-Normandie: November 2004 Promoter: Centre des Technologies Nouvelles in Caen Centre: December 2004 Promoter: Pôle Automobile de la Région Centre Franche-Comté: March 2005 Promoter: BAOTIC Rhône-Alpes: March 2005 Promoter: Espace Numérique Entreprises/Thesame

46

Champagne-Ardenne: September 2005 Promoter: CRITT in Charleville-Mézières Animator: Pôle d’Excellence Automobile Champagne-Ardenne

de

Haute-Normandie: November 2005 Promoter: CRCI de Haute-Normandie Animator: Pôle Normand des Echanges Electroniques Bretagne and Pays-de-la-Loire: January 2006 Promoter: Performance 2010 Alsace : April 2007 Porteur : CRCI Strasbourg and Bas-Rhin

A.L.F.A.

Project

The offer

The method developed by the national and regional promoters of the A.L.F.A. project consists in a set of tools (nine) considered like basics and being part of the applications and processes used in the Automotive Industry: • Enterprise Resource Program • Exchange of Digital Information (EDI) • Exchange of Digital Information via Internet (WebEDI)

• • • •

Web site Web Conferencing B2B Portal ENX: private and secure European telecommunications Network • Collaborative Platform • Co-Design Virtual Plateau

The project phases

The A.L.F.A. program is divided in two steps: • A pilot phase (2005-2006): the aim is to provide assistance and support to about 100 companies who shall implement one or two tools, chosen from the list of nine established by GALIA and its partners from the experience of its members.

• A deployment phase (2007-2010): - Start of new regions; - Adaptation of the projects for the already engaged regions.

Assessment of the pilot phase (2007) Recordings from the pilot projects:

• Under estimation of difficulties for the SMC: - Organisational - Technical - Contextual • The approach has been appreciated: - GALIA’s warranty on the consultants’ objectivity - Method and strictness - Specifications formalization and follow up of the promoter • Different approaches according to regions: - Grouping according to themes: interesting for but not necessarily efficient

• Implementation cycle times too long. • Pushy leaders: the “bests?”. • Regarding the selection of pilot companies, meetings in small groups such as “5 to 7”, individual meetings with the company CEO, targeted marketing campaigns have been elected as more pertinent and efficient than massive recruitment operations in a large scale such as (conferences, forums…).

Reports from the actors:

• At the promoter level: - Important motivation. - A heavy time consuming process for: ■ Setting up the application forms for finances. ■ Prospection. ■ Pilots follow up and steering (regional as well as national level). - Difficulty to recruit companies. • At the partner level - Disappearance or absence of the trade partners. - Do Disappearance or absence of Manufacturers and Tier 1.

• At the consultant level: - Assistance of the company project leader: up to what point? - Heterogeneous deliverables (lack of standardization) - A weak activity level • At the finance provider level - Multiplication of collective projects - Multiplication of administrative procedures and regional interlocutors - Short term results expectation - Doubts on the durability of automotive value chain within a couple of regions.

47

A.L.F.A.

Project

Testimonies of four Norman companies

Jean-Luc Roussel - MPO The stamping activity of MPO has been implemented on 6 sites (4 in Lower Normandy Region, 1 in Ile de France Region and 1 in Centre Region). Our activity is mainly based on automotive and especially as Tier 2 supplier. We manufacture parts for structure and body-in-white. We use several industrial processes : • • • •

Cutting Stamping Folding Assembly

The four main reasons which lead us to implement an ERP tool within the A.L.F.A. project are: • • • •

The Our The Our

increasing number of references to manage. customers’ modification of data exchange process. importance of traceability internally and externally. commitment to stay competitive and reactive.

Michel Rapeaud - MANUPLAST MANUPLAST is a company employing about 100 people. We have been transforming plastics (flash extrusion, injection, perfecting…) for 50 years for different market segments: • 50% of our parts are delivered in the automotive industry (e.g.: ventilation shafts, accordion joint protections…). • 30% are technical parts (e.g.: self standing up road signs…). • 20% are products for packaging. We had an ERP system since 1988 and we had to change it in 2000 due to IT upgrades. We then chose PRODUFLEX distributed by CEGID. We are trying to go far beyond this implementation because it is a tool for company internal communication, a data manager and it has to be a help for decision to be used by every manager of the company.

Marc Sevestre - AXE MECA We manufacture mechanical parts. We provide them to several markets as of today: automotive, medical, electronics and electrical. We receive a lot of orders by fax, for parts to be delivered daily. This represents a quite heavy administrative load. Up to now, we could not afford to receive them directly and we had to get them from the fax machine and capture the data in our ERP system, whatever the lack of accuracy or efficiency. With the CTN, we have discovered a webEDI solution which is going to allow us to save enormous amount of time and to receive directly digital orders from automotive manufacturers. It is not a complete EDI application because we do not have enough movements and too large number of orders, but it is a first step before we can communicate directly through EDI.

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A.L.F.A.

Project

Eric O’Hlund – ACGB Today, our company starts to be well known and recognized by the manufacturers as the specialists of the design of special tanks. They contact us directly and request proposals on a new design. There are a lot of exchanges of information with the manufacturers to try to work as upstream as possible. We need a tool to be able to communicate together, so that we could avoid mail or e-mails for sending or receiving the orders, a tool integrated to the customer and supplier production management systems. It has not been an easy task. It is quite complicated and expensive, and a small company surely has difficulties before it is possible to finance, understand, know how to deal with a tool allowing communication with important accounts. We have started with webEDI which is a simplified version of EDI without access to all functionalities of such a kind of system. From a practical point of view, 50% of our activities are done with large customers and this part of activity will have to use this kind of channel. It is a must if we want to keep on working with them.

Tracks to keep on (2008-2010) ■ At the companies level: • An information system must be at the service of the strategy of a company and must emerge from an audit of the organisation and the processes: - PMI DIAG, - LogisTIC (Global EVALOG). • The small and medium company must be able to count on internal resources and to have them available on the project. • A work planning has to be defined with the CEO identifying the deliverables at every project milestone.

■ At the promoters’ level: • A project such as A.L.F.A. requires a quite full time human resource to manage it : this has to be taken into account in the budget of such an operation. • The “acknowledgement” of the promoter from the local industrial network is a prerequisite to the project’s success. • An acknowledged interface with the institutions is a facilitator. • Experience feedbacks are the best marketing lever for the next steps. • The Means/Results ratio is difficult to evaluate.

■ At the Consultants’ level: • It seems mandatory to focus on the following topics: - Selection methodology definition;

-

Creation of a project team; Elaboration of the specifications; Elaboration of the selection procedure; Evaluation of the project according to QualityCost-Delay.

• The consultant has to backup the company’s project manager by bringing IT and project contracting authority support competencies. It has to be selected at least on these criteria.

■ At the ICT tools’ level: • The project’s leader has to ask himself the following questions - Have we chosen the proper actors? - Who are they? Are they at the right place? - Editor, Integrator, project manager, various suppliers, what about the consistency of their actions? • This has to be detailed in a clear contract: the legal aspects are a key success factor in the ICT arena. • One need to have in the contract the clear definition of who is the “architect”, with a high level of commitment: a project manager who is in charge of the design of the solution, its implementation and the end of project validation. He has to supervise, coordinate and manage the relationship with all the actors of the project. • Define realistic milestones and deadlines is mandatory.

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A.L.F.A.

Project

Future prospects At the regions’ level

Basse-Normandie: Pilot phase is over and target has been reached. Definition of a new project to help the SME of the automotive industry (ProCAR). This project will propose several actions (performance improvement, Innovation, ICT, Audit in Logistics and Strategy (ACAMAS)). The promoter will be MOVEM or ARIA. The CTN in Caen will promote the ICT action and GALIA the Logistics audit. End of project’s definition: end 2007. Centre: Definition in progress of a project Automotive industry to be financed DRIRE/OSEO/Region. Analysis of the needs by companies (5 to 6 months). GALIA will be an expert partner.

for by the ICT

Franche-Comté: Deployment of the A.L.F.A. project towards 50 companies from all industries. Focus on innovative projects. Rhône-Alpes: The region wishes to follow up in proposing actions to support SMEs of the automotive sector. The A.L.F.A. pattern will inspire them. The regional organisation is to evolve. The Automotive Cluster will decide beginning 2008.

Haute-Normandie: Beginning 2008, set up of a project for the support of all industries in the domain of ICT. This action will be pilot by PN2E. The Automotive SMEs will use the A.L.F.A process and methodology. Bretagne and Pays-de-la-Loire: Performance 2010, now AUTEO, will set a project up in order to help SMEs larger and more global, including an analysis action (Global EVALOG) and ICTs. The Poitou-Charentes region will be part of it. For the Pays-de-la-Loire region, the project will be proposed to the Institut Automobile du Mans and the Pôle de Compétitivité Automobile Haut de Gamme with a request for funding beginning 2008. As far as the Bretagne region is concerned, several actions (Global EVALOG, ACAMAS and the marketing operation from Log&PI) allowed listing the needs of 20 companies which up to now cannot be funded by public institutions. Alsace: The A.L.F.A. project is just starting. The target is: 15 pilot companies mid 2008. Bourgogne, Lorraine, Ile-de-France, Auvergne and Nord-Pas-de-Calais: Study in progress.

Champagne-Ardenne: The A.L.F.A. project will end as it is today. The ICT regional offer will be integrated within the set of actions proposed by the Pole d’Excellence Automobile de Champagne Ardenne in 2008.

At GALIA’s level

GALIA proposes to keep on the coordination of actions by setting up a committee gathering regional promoters interested in the same best practices and engaged in a project supported by the A.L.F.A. methodology. The role of this committee could be to:

50

-

Exchange on the regional actions. Set up standardized progress indicators. Upgrade if needed the A.L.F.A. methodology. Ensure the communication of Tier 1 suppliers starting voluntarily an action towards Tier 2.

LOGISTIC Project In order to keep on helping automotive SMEs and other industries, GALIA decided to launch an action linked to the project TIC PME 2010. It aims to improve SMEs' logistics development by using TIC tools: LogisTIC project.

The project is jointly financed by the Ministry of Finance and Employment (MINEFE) and GALIA. Its implementation will be spread over 2007 and 2008.

Contributions of the project The main issue is directly linked to ALGOE work that is to say to adapt structurally second rank suppliers and automotive industry SMEs. Two main objectives are to be reached to manage in adaptation: • To ensure continuity of automotive second rank SMEs by helping them to adapt themselves to the new environment linked to globalisation of exchanges and their position regarding other industries (mechanics, aeronautics and so on). • To improve competitiveness in the automotive industry. Partners in French regions (Chamber of Commerce, DRIRE, Regional Councils, professional Associations, CRITT, Economic poles of development, consultants and so on) are evaluated according to the way they can: • Identify automotive SMEs' real needs with their “suppliers”; • Show benefit provided with industries reorganisation in exchange globalization; • Get SME managers to be involved in “B2B mutation”; • Help implementation of TIC tools and reach the results expected; • Manage to be an expert to increase diffusion of tools. GALIA is working together with several organisations (professional associations, technical centers), members of GALIA which have already been working on B2B deployment concern in regional areas for a few years.

Taking part in TIC PME 2010 means to speed up and to guarantee TIC tools deployment quality to companies. So it's necessary to focus on: • Intermediate actors who are frequently in touch with companies: it’s important to GALIA and its partners that the different company manager contacts must present, explain, advice and go along with both the strategy approach with eventually new processes or the SMEs positioning and must adapt information system consequently. • SMEs’ positioning within several industries. • The TIC offer: Development and use of new tools appropriate to an automotive organisation in Extended Company based on agreed standards widely used by global suppliers. As a result GALIA proposed: • A complete offer allowing a rapid analysis of the logistics situation and the relationship between suppliers and customers. Global MMOG/LE is the solution proposed. International companies of the automotive industry can use this guide for self-assessment or external audit. There are 6 indicators together with it to allow a standard measurement of improvement and its evolutions. • A two-point TIC offer: - Automatic identification by RFID. It concerns all industries but other sectors like mass marketing could be interested too. - Adaptation of XML Web EDI solutions homologated by GALIA that can be used in all industries and which are interoperable.

51

LOGISTIC

Project

Situation of the project Evaluation Logistique

• About 15 SMEs were evaluated this year by using Global MMOG/LE which objective was to provide the company with a progress plan (SARTECH, GAUTIER, CTS, PLASTO, POLIMOON VENDEE PLASTIQUE, TSN/TSD, SOLUTIONS PLASTIQUES, NORMATRANS, TRANSPORT CAILLE, BOURGUIGNON BARRE, FILTRES GUERIN, PIERRE ROSSIGNOL, WORLDPLAS, ATELIERS BIARD).

• Several returns of experience were shot: SARTECH, TSN/TSD and POLIMOON VENDEE PLASTIQUE. These videos are available on request.

RFID

• Two companies are already interested in this project: BARRE THOMAS in Bretagne and VECATEL in Franche-Comté. • The first RFID study was launched on June 19th, 2007 and ended on October 30th,, 2007.

• Physical meetings in regional areas are forecasted (Rhônes Alpes, Basse and Haute-Normandie and Franche-Comté) in order to get new companies interested in it.

Web EDI in EDIFACT and XML language

• This work started on second semester of 2007.

A development plan will be available in January 2008 for 4 Web EDI applications among which 2 are homologated (TENOR CONSEIL and TX2 CONCEPT) and 2 are in process of homologation (EDICOM and AXWAY).

First lessons Return on Global MMOG/LE

Interview of Pierre Zanin (ROSSIGNOL PIERRE SA) concerning the operation ■ Could you present your company in a few words? ROSSIGNOL PIERRE SA is located in the Vallée de l’Arve, birthplace for low-cut since 1976. Our plant is specialized in manufacturing medium and high part production from 6 to 25 mm. Our skills go from traditional bar-turning to welding and assembly manufacturing by welding and riveting of bar-turned, forged or cut-off components especially for the automotive industry. We can satisfy any technical request of our customer: It could go from prototypes to pre-series and high production as well. Our skills are extended from traditional low-cut to welding and assembling operations. We rank among the main suppliers for braking and clutch system security parts.

■ As you will be soon audited, we would like to tell us what was your motivation to use this assessment and what are your expectations concerning the project? During one of our meeting, our customer BOSCH wished we could be audited because of being their best suppliers. We agreed with them. As we have some logistics concerns with BOSCH, we hope the audit will solve our problems.

52

LOGISTIC

Project

Interview of Jean-Claude Fischera (ASAPP CONSULTING) concerning the operation ■ Could you tell us which part the consultant play in the process? As for total quality approach within the company, the consultant responsible for Global Evalog MMOG/LE logistic assessment has to operate with an expert external look in logistics. He brings his experience and his best practice view in logistics. He is supposed to be in touch with his contact needs and be able very shortly to make a proposal to improve flexibility, reactivity and service.

■ How do you develop your intervention? The assessment schedule lasts 5 days and must be adapted to the company life, its customers, its specificities, its employees and its values. After having analyzed the company quality guidelines, process and flowchart, the consultant visits the company following the logical way of the product flow. He also assimilates the company culture, its particularities and then, he notices some points to discuss on during the assessment. After a first analyze he defines a list of people he wants to meet and a list of the points he wants to discuss with everyone according to ones position while having MMOG/LE best practice support. There are 90 minute interviews within the company. The consultant does his best to relax everyone. He informs them that being private the audit result will not be known by other actors of the automotive industry. A confidentiality three-party contract is agreed between GALIA, the audited company and the consultant. This leads to a productive exchange and allows the auditor to identify all points that need to be improved in the company. As the same questions might be asked to the people audited, the consultant progressively built the final action plan with the difference between the company current practices and the best ones in the automotive industry. On the fourth day, a detailed report is prepared to be presented to all the actors of the company involved during the last consulting day. Following the company needs, there could be more other reports (action plan from C to B, action plan to improve the documentary system, proposal to set up logistics indicators on the panel, the flowchart of the logistics function and so on).

■ You have already carried out several LogisTIC Global MMOG/LE audits, what should be first kept in mind? After 5 audits this year, there are some things to be retained. First of all, a large number of companies requesting assessments are those which have worked very hard and set very high standards for themselves to get continuously better. There are many ways to identify improvement even if most of them concern relationship management with the company's suppliers (Chapter 6). At the very beginning the audited management is extremely doubtful regarding the benefit of the audit (quality and technical functions and so on). Afterwards and especially when the audit is returned, those doubtful people are the most satisfied and delighted because they could identify improvement possibilities. They could not imagine that big short term potential of improvement could be provided. In conclusion, the General Manager of these SMEs realizes very quickly that the defined actions can be used as a support improvement and overall as a marketing argument for their final potential customers as well. Then the “company will show how they have improved by using the logistic process”.

53

LOGISTIC

Project

Retour sur l’opération RFID

Interview of Christine Pichon, Logistic Manager (BARRE THOMAS)

■ Could you present your company in a few words? POLYMÈRES BARRE THOMAS is a company specialized in conception and production of technical solutions based on polymer. Its activity is focused on the automotive industry for 4 types of products. BARRE THOMAS works in co-conception with its customers to develop, to validate and to industrialize concepts to improve vehicle comfort, acoustics and water resistance. BARRE THOMAS offers his customers the higher level of quality through a global industrial network.

■ What was your motivation to take part in the logistics project? We had scheduled a re-engineering in our upstream flow management process and after our visit to RFID exhibition in 2006 we made our decision to know more about RFID and to make a study regarding our RFID labels use in our process. Our first objective was to improve our productivity process. Due to a strong competitiveness in the automotive industry, we must innovate in all domains to remain competitive and productive. The proposal of one shared financing for our study allowed our logistics team to deal with our management to get them to launch the project.

■ How did the project help you? The project reinforced our automation approach of flow management process. The study was managed jointly with UNILOG and INSTITUT MAUPERTUIS and it did show us important potential benefits but with strong external constraints, especially in the implementation of RFID process at our suppliers. We really needed an external competence to evaluate investments requested for a technology unknown in our company. The study has not come to end. It is to be proved the difference between this new technology and the bar code ones.

54

LOGISTIC

Project

Interview of Stéphane Buonnano (UNILOG MANAGEMENT) In the frame of the LogisTIC project, there are some studies regarding the use of RFID technologies. Their objective is to define technology relevance within the automotive industry SMEs. In this context, missions consist in working on different processes (linked to logistics) and also defining if RFID technologies offer an opportunity to modify existing processes in order to make a profit (productivity, quality, reactivity, customer service, stock management, and so on). The program of intervention is developed according to a classic process of study. The first step of the project will consist in analyzing existing processes regarding the Supply Chain. Further to the audit, different possibilities are proposed to allow companies to consider which process to be modified in order to integrate efficiently RFID technologies. Before that, this integration has to be analyzed regarding return on investments. At this stage it's very important to notice that, return on investments could be estimated in different ways. In term of quantity firstly, potential benefit of productivity will have to be analyzed: how to reduce mistakes when handling, anticipation, strong reactivity, optimization of stock management and so on. Secondly using these technologies might lead to an extension to other processes or other aspects of the same process (ex: optimization of transport in the Supply Chain). Regarding the programme, it is very important to work first on the study to restrict useless investments and define directions to adopt the technologies. Studies are interesting for companies because they enable to make comments on technologies and control gradually the issues linked to technologies. The company is able to have a view on its own process development and will define how and why they will use RFID technologies. In conclusion, it’s clear that when companies use RFID, especially automotive industry SMEs it is necessary to be close to the automotive industry. Consequently it will be able to benefit from this technology while having mutual investments. Because the approach is ambitious and promising it will take a long time. That's the reason while it should be launched rapidly.

55

The

ENX Network

Introduction by the Managing Director of the ENX Association

®

The automotive industry is one of the major drivers of new technologies in general and of new data exchange methods in particular - for example in the field of EDI. Competitiveness and confidentiality are keys for cooperation on an international level: In the automotive industry, thousands of companies are involved in the production of cars. Today the biggest part of the added value generated by the automotive industry originates from the suppliers. They need access to sensitive and confidential construction data, especially in the field of engineering and product lifecycle management. Other data flows, for example in the logistics area, are less confidential, but very critical for uninterrupted just-in-time and just-in-sequence production. This is why the ENX network was developed. It combines advantages of an IP network with the quality, security and performance of a corporate network. ENX is the abbreviation for European Network Exchange and stands for the association as well as the network. ENX is the communication network for the entire European automotive industry and is more and more used in other sectors such as the aerospace industry. A single access to the ENX network allows users to connect to a multitude of business partners. The network and the individual accesses are run by telecommunication providers certified by ENX Association: BT/INFONET, ORANGE BUSINESS SERVICES, T-SYSTEMS, TELEFÓNICA and - certified since March 2007 VERIZON BUSINESS. Our providers offer an exceptional level of reliability, security and performance to all users of the network. The ENX network is a unique concept in the sense that it allows data exchange at an European level, even internationally, via a standardised access. With one ENX access, users are able to replace a multitude of individual solutions used in the past. Since a concept such as ENX needs continuous steering, the ENX Association was founded in 2000. It coordinates the certified service providers, supports them to enhance their service quality and is the driver of the future development of the network. Its members are European car manufacturers such as BMW, DAIMLER, PSA, RENAULT, VW, four national automotive associations (including GALIA) - and the DGA. By the end of 2007, ENX is used in 29 countries including Japan, Romania and Turkey. However, every third connected user is of French origin (please refer to the list of users in France) and every second of German origin what makes ENX a very good example for the cooperation between the French and the German automotive industry. The agreed target is to develop a cost-efficient and global solution for the entire European automotive industry based on our "built-in" managed security service. It allows even for the future utilisation of the Internet as a transport mechanism. It is imaginable to run the ENX Managed Security Service on top of an Internet connection. The first step to a global service based on Internet connectivity is already made: Within 2007, ENX Association started the ENX Internet gateway with Renault as premier user. This new type of ENX access is designed for the utilisation in low-cost countries and by very small enterprises. Nevertheless, we still have much to do to become more efficient. Together with our partners - particularly GALIA, RENAULT, PSA and DGA - we try to further improve. Take advantage and help us to move forward! P.S : The ENX accesses are offered on a flat rate-basis. Nevertheless, some users still run their ENX access for the data exchange with a specific customer but keep old-fashioned network solutions for other purposes. My advice: Use ENX and its flat rates wherever possible in order to make your data exchange as cost-efficient as possible!

56

Lennart OLY Managing Director, ENX

The

ENX

Network

List of companies connected in France by the end of 2007

Company

ENX registration number

Company

ENX registration number

2 MI

0015420001

EURALTECH TI Evry

0015650001

ADPGSI

0011570001

F.P.I.

0016150001

AISAN BITRON EUROPE

0018260001

FACEO FRANCE

0014710001

AKKA

0010520001

FAURECIA

0010190001

ALLEVARD REJNA

0010490001

FAUCERIA INTERIEUR INDUSTRIE

0010190002

AMERICAN EXPRESS VOYAGES

0014750001

FILTRAUTO

0013740001

AMETRA

0017910001

FORGES DE COURCELLES

0015460001

ARVINMERITOR

0012630001

FREUDENBERG SAS

0010420001

ARVINMERITOR

0012870001

FUJI AUTOTECH FRANCE

0015940001

ASSYSTEM ETUDES

0011810001

G.CARTIER TECHNOLOGIES

0016770001

ATELIERS CINI

0016630001

GIE ARGOS

0017800001

ATELIERS GILBERT GARCIA - GROUPE ALLIO

0015180001

GIE IDEA/UTS

0010510001

AUTOLIV France

0000420002

GIE RENCAST

0017900001

AUTOTRANS

0014690001

GIRAUD LORRAINE

0017350001

AVON POLYMERES FRANCE SA

0016950001

GIRAUD OUEST

0017360001

B2I

0016250001

GLAVERBEL FRANCE SAS

0016210001

BENTELER

0011080001

GMD

0015340001

BERCI

0011020001

GROUPE CAT

0015210001

BERTRANDT SA

0015780001

GROUPE NEYR

0010680003

BOSAL INTERNATIONAL NV

0017570001

HENKEL FRANCE SA

0015640001

BOURBON AUTOMOBILE

0011240001

HEULIEZ S.A.

0011210001

BLOURGEY MONTREUIL SA

0014270001

HONEYWELL EUROPE SERVICES SA

0005770001

BRIME

0010860001

HYSYS SERVICE

0010950001

C.F. GOMMA BARRE THOMAS

0011660001

IBM FRANCE SAS

0014490001

CAILLE

0018050001

ICD INTERNATIONAL

0010720001

CALSONIC KANSEI

0012570001

ICM

0010690001

CERGI

0017520001

IDEST

0016790001

CETIM-CERMAT

0014250001

IDESTYLE TECHNOLOGIES

0011160001

CLARION FRANCE

0013810001

ILLICOM

0012710001

CML INNOVATIVE TECHNOLOGIES

0014610001

INERGY AUTOMOTIVE SYSTEMS

0011560001

CODAN FRANCE

0016900001

INOPLAST

0010550001

COMAU France S.A.

0018110001

ITW DE France

0013770001

CONTITECH ANOFLEX

0013780001

JOHNSON ELECTRIC FRANCE

0017980001

D TROIS

0015350001

JOHNSON ELECTRIC FRANCE

0017980001

DARFEUILLE SERVICES

0018160001

KEY PLASTICS INTERNATIONAL

0012650001

DAVEY BICKFORD

0016620001

KSE (KOYO STEERING EUROPE)

0014100001

DEFI GROUP

0015920001

KUEHNE + NAGEL

0017400001

DIGITAL PRODUCT SIMULATION

0016980001

KUKA

0015390001

ECM

0013860001

L&L PRODUCTS EUROPE

0013650001

EDAG

0000310002

LABINAL

0010540001

ENCELADE SAS

0014800001

LACOUR CONCEPT

0018470001

ERGOM FRANCE SAS

0016530001

LEAR AUTOMOTIVE FRANCE

0011130001

ESTECH

0012860001

LOIRE ETUDE

0016350001

57

The

58

ENX

Network

Company

ENX registration number

Company

ENX registration number

LYDALL T&A SAS

0012560001

SA CORVAISIER

0016810001

MAGNA STEYR FRANCE

0013120002

SAB INDUSTRIES

0017380001

MAGNA STEYR FRANCE

0013120001

SACRED

0011310001

MAGNETI-MARELLI MOTOPROPULSION FRANCE SAS

0010430001

SAGE ATL

0018310001

MAHLE FILTER SYSTEM

0011300001

SAINT JEAN INDUSTRIES

0011400001

MANN + HUMMEL

0015730001

SAINT GOBAIN

0010130001

MARK-IV SYSTEMES MOTEURS

0013160001

SANDEN MANUFACTURING EUROPE

0012880001

MATRA-AUTOMOBILE ENGINEERING

0012370001

SCHEFENACKER VISION SYSTEM FRANCE

0013080001

MB SAS

0011600001

SEGULA AUTOMOBILE EST

0010470002

MDTVISION

0011910001

SEGULA HARDWARE INFOGERANCE

0016410001

MECAPLAST LENS

0010680002

SEGULA INGENIERIE AUTOMOBILE

0010470004

METZELER APS

0002090002

SENIOR AUTOMOTIVE

0011870001

MGI COUTIER

0012450001

SEWS-E

0012180001

MICHELIN

0010450001

SIEMENS VDO AUTOMOTIVE SA

0008150001

MMB

0016160001

SNOP

0016520001

MOLEX AUTOMOTIVE BRANCH

0016500001

SNR ROULEMENTS

0013050001

MOLLERTECH

0012220001

SODECA

0012430001

NGK SPARK PLUGS France SAS

0017530001

SODITECH

0015520001

NORBERT DENTRESSANGLE

0017440001

STERIA

0014560002

NUMERICA - VISIO CONCEPT

0013760001

STERIA

0014560001

NUMLOG

0011410002

TELEFLEX

0016890001

NUMLOG

0011410003

TEUCHOS

0014440001

OXFORD AUTOMOTIVE FRANCE

0010990001

TEXTRON INDUSTRIES GIE

0011330001

PAULSTRA

0010360001

TI GROUP AUTOMOTIVE SYSTEMS SAS

0010530001

PEGUFORM FRANCE SAS

0011850001

TIBCO

0011890001

PIERBURG

0017940001

TRAMICO

0014430001

PILKINGTON FRANCE

0013700001

TRANSPORTS CAILLOT

0017270001

PLASTIC OMNIUM GESTION

0010730001

TRANSPORTS INTERNATIONNAUX SAS G. JACQUEMMOZ ET FILS 0017240001

PLASTO SA

0011620001

TREVES

0011050001

POLYMONT

0015080001

TWIN SA

0012720001

PPG INDUSTRIES

0010710001

TX2N CONCEPT

0014910001

PROSODIE

0018380001

VALEO VMS

0010400001

PROTOTYPES INNOVATION

0015790001

VALEO VMS

0010400002

PSA PEUGEOT CITROEN

0010460001

VAUDRION

0011900001

RANGER FRANCE

0014450001

VERNET

0016750001

RCD EXCEPT

0017410001

VISTEON SYSTEMES INTERIEURS

0010380001

REHAU S.A.

0014080001

VISTEON SYSTEMES INTERIEURS

0010380003

RENAULT

0010010001

WAGON AUTOMOTIVE SA

0011140001

RIETER AUTOMOTIVE FRANCE

0010410002

WEBASTO SYSTEME CARROSSERIE

0010880001

RIOGLASS FRANCE SA

0017280001

WINCANTON

0015060002

ROBERT BOSCH FRANCE

0010870001

WOCO

0010370001

The

ENX

Network

Important events in 2007 and ENX network roll out Certification of a new ENX service provider in March 2007: VERIZON BUSINESS

• North American origin. • Service provider comparable to BT, which has major groups as main target. • Coverage: a hundred of countries • For any information about ENX portfolio of VERIZON BUSINESS, please contact Mikael GOUEREC, Trade Engineer by email [email protected].

This certification of the new service provider will contribute to improve the ENX network coverage and will allow the competition to be maintained among ENX certified service providers by extending the offered services range.

5 ENX certified service providers offer a single point of access to the entire European automotive industry.

Increased applications for the ENX registration:

In 2007 the number of application for the ENX registration has significantly increased.

210 new registrations in 2007.

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The

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Network

Increase in the number of ENX accesses and in the number of covered countries

• Geographical deployment: ENX covers new countries (including Canada, Turkey, South Korea and South Africa, Japan…) and the ENX Association is intensifying its relations with Romania, Turkey and Nordic countries.

• New OEM European connected in 2007: VOLVO TRUCKS and FIAT.

The overall rise in ENX connection has continued into 2007. By the end of 2007, more than 700 companies use the ENX network, which corresponds to more than 1 050 ENX accesses spread into 29 countries.

ENX reinforces its status as an European standard with over 4 500 tunnels (connections between ENX partners) established. Above appears the largest ENX users in terms of number of tunnels.

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The

ENX

Network

DSL offers roll out: ADSL (first range) and SDSL

• The different access modes to ENX are: - ENX DSL: ADSL and SDSL - ENX leased line (LL) - ENX SSL Connect: new access mode to the ENX network • We can notice that ENX connexions based on ENX ADSL offers are increasing.

• For all information on ORANGE BUSINESS SERVICE’s ENX offers, please contact the Responsible for ENX, Sandrine DUONG, Indirect Sales Engineer: [email protected].

Development of the application use on ENX and especially EDI

RENAULT encourages those of its suppliers who already have an ENX access to send their EDI messages via this network. Some suppliers who use ENX network for their EDI exchange instead of their Numéris line saved about 15 K per year.

During the year 2007, the range of applications available through OEMs via ENX has greatly expanded. Thus, between September 2007 and October 2007, the volume of flows on the network increased by 50%.

The ENX Association has certified a new access mode to the ENX: ENX SSL Connect

• The service constitutes a new step forward in the achievement of the global connectivity need required by our activity. • This new access mode is the result of two workshops on the future strategic and international development of ENX. Indeed, the need to use ENX outside Europe at reasonable costs has become a necessity. • This new type of ENX connection is designed for a use in far away emerging countries where ENX traditional connections are expensive, as well as for VSE. • ENX SSL Connect connections are used to have access to interactive applications (application accessible via a portal, GDG Web, RPIC…).

• Already 22 users around the world (including India, Japan, South Korea, Morocco and Poland) are using this new access mode, for which a standard Internet connection is enough to connect to an ENX SSL gateway. This gateway provides then the access to ENX network after authentication. • Indication of price: 100 € per account and per month. • The service is operated by BT/INFONET. For further information on this access mode and more generally on BT/INFONET ENX offers, please contact Thierry WILKIN at the following e-mail address: [email protected].

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The

ENX

Network

The ENX Users Group and the topics they deal with A few words from the chairman of ENX User working Group In 2007, the ENX Association has defined and implemented a new access mode to the ENX network: the ENX SSL Connect service, operated by BT/INFONET. RENAULT uses this system which allows to connect to the ENX infrastructure, via an Internet access and a secure gateway, partners generally located in far away countries. The user group has been informed in detail on the progress of this implementation. Michel Le Méro Chairman

Nadine Buisson-Chavot Project Manager

This innovation is a first answer to the globalization needs expressed by our companies: being able to connect, at the lowest cost, suppliers and partners

all around the world. Our user group will continue to express these needs to the ENX Association, and will provide its business and technical experience in order to accelerate the transformation of ENX into a global standard means of communication, secure, with a recognized economic efficiency. In parallel with these actions, the roll out of B2B partner's connections progressed intensely in 2007 as more than 100 new connections were made by PSA and RENAULT. The portfolio of applications accessible via ENX was also enriched. In order to improve operations on a daily basis, our contacts with the operator ORANGE BUSINESS SERVICES helped to take into account the needs of visibility expressed by IT managers: a reporting tool is now available that lets trading partners know, company by company, statistics average load of their ENX routers (access, memory and CPU). General reporting for members of the ENX Board remains of course available. 2008 will be the year of globalization of B2B exchanges. Your participation in the user group is an important contribution to realize this major transformation in the best conditions for our companies.

62

Michel LE MÉRO ENX RENAULT Project Manager

The

ENX

Network

The ENX user group meets once a quarter.

■ List of participants Manufactures & Organisations (4)

RENAULT PSA

ENX DGA

Suppliers (13)

HONEYWELL GARRETT FAURECIA RIETER SIEMENS FREUDENBERG LEAR PAULSTRA

MAGNETI MARELLI MICHELIN MGI COUTIER VALEO TREVES PLASTIC OMNIUM

■ Topics addressed in the ENX users group • Return of experience of connected partners and assimilation of user’s needs. • Monitoring roll out in Europe and in the rest of the world: more than 1 050 accesses. • Development of the use of new applications on ENX (ENX connections used to exchange data with externalised services) and monitoring EDI deployment on ENX. • Monitoring of the development and deployment of the new type of access, ENX SSL Connect, operated by the provider BT/INFONET under the leadership of RENAULT. • Return of experience on roll out of first range offers (ENX ADSL) and on the general use of the network.

• Monitoring of relations with ORANGE BUSINESS SERVICES national service provider. The regular contacts between ENX association, GALIA and ORANGE BUSINESS SERVICES have allowed ENX users to access their individual load statistics of their ENX access via a web application. • Two presentations took place in 2007: the DGA to introduce ""Espace Partenaires" V2", a real collaborative workstation; CRITT M2A to share with us their need for an ENX shared connection. • Action plan and Presentations Planning for 2008: VERIZON BUSINESS will present its company and its range of ENX offers; BT/INFONET to monitor the deployment of the new ENX access, SSL Connect.

Interview of Franck Deveaux Manager of the “Espace Partenaires” project Secure extranet of Defence Department: The “Espace Partenaires” By the beginning of 2000, the Ministry of Defence did want to have a dematerialization policy aiming at cost cut. The first obvious result was the creation of internet gateways: http://www.ixarm.com and http://achat.defense.gouv.fr. They allowed the ministry to dematerialize all their purchase. The first tools were followed by the creation of a secure extranet for technical information exchanges between the different entities of the Ministry and their industrial partners. The DGA (Organisation responsible for armament)* which is responsible for new projects had to choice the network infrastructure to be adapted to their extranet requirements. The extranet had to meet three main line concerns: The first one: Security concern. It was obviously irrelevant to be on the road to “Internet”. The experience of the automotive industry with an ENX network having so attractive assets had to be taken into account because security in the automotive industry has always been a real priority. The second one: The challenge for a technical solution without anything to be developed again, without having to turn to any specific network competence inevitably expensive. Once again ENX service offer was the solution for being available to several communications service providers.

63

The

ENX

Network

The third and last one is the icing on the cake: ENX solution allows the opening to European partners of the world of defense. This is the reason while the DGA has selected the ENX network offer for its secure extranet. Based on a unique ENX network and thanks to its hub platform integrating a set of collaborative tools, the “Espace Partenaires” provides with a federative and flexible solution to manage the needs of information exchanges. It allows industrial partners of Defence and the Ministry responsible for collectivities to gather virtually. The main issue is a cut in cycles and consequently a reduction in armament program costs thanks to the mutualization of communication costs provided by ENX (a full component of the “Espace Partenaires”) and a fluxing in exchanges. The first version of the “Espace Partenaires” has been available since 2003. Today, the system with its NG version groups together more than 600 partners (one hundred one year earlier) in the main project managers of the Defence community and also in small and medium companies of the domain. The 500th member was welcome on October 17th, 2007 with ENX and GALIA representatives. 2008 will certainly be a year of big deployment of the “Espace Partenaires” in the very wide industrial fabric of the Defence. It might also be a more profitable year for any automotive company regarding its ENX subscription by joining the Partner Area for its Defense activities.

* Entity of the Ministry of Defense with 18 000 persons serving a policy of self-governing Defense for France and Europe. They have three missions consisting of preparing the future of the defense system, equipping the armed forces and promoting armament exportations.

Future prospects ■ Keep on rolling out new companies • In the automotive industry, online connection of further manufacturers (OEM: NISSAN, OPEL, HONDA; Connection development between Tier 1 suppliers; Connection of Tier 2 suppliers via the A.L.F.A project). • General Delegation for Armament: Approximately 600 people use the portal “Espace Partenaires” via ENX, a massive deployment is expected in 2008.

■ Develop of ENX services • Implement class of services (CoS) by certified service providers: Give priority to flows according to the degree of importance. • Deploy a new ENX point of interconnection (POI) geographically far from the first interconnection point to ensure better redundancy.

■ Intensify

cooperation actions with other

networks

■ Develop ENX use in other industries • Aeronautics: AIRBUS and DASSAULT AVIATION are already connected.

■ Speed up the international roll out of ENX

64

• Via the ENX SSL Connect that only requires an Internet connection to access to ENX network. • By the development of new international competitive offers.

• ANX in USA • JNX in Japan

■ Keep on communication actions and promote ENX network

• Organisation of an ENX workshop end of 2008 or beginning of 2009.

The

ENX

Network

Communication ENX workshop on October 25th, 2007 in Boulogne-Billancourt

The large attendance at the ENX workshop organised on October 25th by GALIA and ENX showed that it met real expectations. According to many participants, the ENX workshop, sponsored by BT/INFONET and VERIZON BUSINESS, was a real success with more than 100 participants, with concrete and excellent

presentations on PSA PEUGEOT CITROËN and RENAULT ENX strategy and a description of the key steps to follow to be connected to ENX network, interactive Round Tables with “service providers” and “ENX users testimonies”, rich and lively discussions. The presence of ENX certified service providers

(ORANGE BUSINESS SERVICES, T-SYSTEMS, BT/INFONET, VERIZON BUSINESS) and Service providers offering assistance for the implementation of ENX accesses (ICD INTERNATIONAL and NUMLOG) allowed the participants to obtain customized information to fit their needs.

experience feedback as to the benefits from using this secure network: DEFI GROUP, the DGA (General Delegation for Armament), MAGNA STEYR FRANCE, TRÈVES, VERNET (See the interview of VERNET below).

GALIA and ENX thank all speakers for their participation and especially ENX users who were kind enough to come and testify and tell us about their

Presentations and synthesis of the evaluation sheets of this day are available on our website under the heading “Évènements\Compte-rendus”.

Round Tables of “ENX users” at the ENX workshop on October 25th, 2007

■ An ENX workshop was held on February 2007 in Cologne, Germany (one hundred participants) ■ Participation in the Odette Conference on November 20th -21st, 2007 (Prague)

65

The

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Network

Interview of Christophe Bégis, Information System Manager, (VERNET) ■ In a few words, could you present us your company and your function? CB : VERNET with trade CALORSTAT® (the name of VERNET origin group, created in 1927) belongs to MAGNUM CORP (US) since 25 years. The head office is located in Essonne, our main production site. There is also a site in Touraine, in Argentina and in China as well. The sales offices are in Italy, England, Germany and in the United States. VERNET works with its “sister company” CALTHERM (Columbus Indiana). VERNET is the main leader in the world regarding temperature regulation in changing the period of wax hydrocarbon. This technology covers from -20°C to +150°C. Its turnover was 58 M¤ in 2 006 and there is a progression of 12% compared with 2005. There are about 400 persons working for the two French sites. Their markets VERNET is an automotive supplier of ranks 1 and 2 in the domain of thermic regulation for motors. This activity represented 55% of its activity in 2005; the others 45% are linked to thermostatic regulation products on sanitary and heat markets for general and individual environment. With 78% of its turnover and with more than 500 customers over 50 countries, VERNET shows off its international calling. Their products From the thermostat trade CALORSTAT of our cars, trucks or buses, to the cartridges for thermostatic mixing valves of our bathrooms, VERNET integrates its technology in many products. VERNET works very close to their customers in order to provide them with a wild range of standards or made-to-measure products by meeting growing requirements of market and in integrating current and future needs regarding water and energy saving and the environment. In order to reach their objectives, VERNET, certificated ISO/TS16949 and ISO/9001 since 2003, undertakes to follow a policy of quality combined with constant improvement of industry performances, respect of the environment and the legislation regarding the international standards products.

■ Why have you implemented ENX in your company? CB : At the beginning of 2004, one of our main customers (RENAULT) wanted us (and some of their suppliers) to have an ENX approach rapidly. At that time, interest for ENX network consisted only of numeric model exchanges and our functioning mode with them didn’t need this kind of exchange. Moreover, ENX access fees were too much expensive for us. At the beginning of 2007, RENAULT contacted us again to inform us that a quality application (RPIC - Part return - Incident and COMEX) would be accessible only via their supplier gateway and exclusively via the ENX network. We immediately searched for the less expensive solution to be connected to the ENX network and we decided to implement an "ENX ADSL Light" link meeting our quick need of access to RPIC while remaining in constant progress.

■ Could you tell us how VERNET implemented ENX in? CB : First of all, we contacted GALIA to know how to implement ENX. After registration on the website www.enxo.com to obtain an ENX registration number for VERNET, we appointed a telecommunication service provider (ORANGE BUSINESS SERVICES) for technical methods. The service provider informed VERNET to directly deal with a third company (computer service provider).

66

The

ENX

Network

The computer service provider was responsible for administrative flows, mainly with the service provider and our customer. He also dealt with the technical part of the file. There were few technical prerequisites to implement an ENX network except that availability of an analogical line to pass the ADSL flows was required. The service provider built the ENX access and informed VERNET about the effectiveness of the operation. Then he organized the way to the technician VERNET website to make available the modem supporting the ENX network. VERNET had to ask its customer to open a tunnel via the service provider ENX gateway and needed to have a follow up of the application using the same gateway. As VERNETs computer network was secure (firewall, proxy), ENX communication was operational in a few weeks but a network expert was necessary to define correctly the parameters of the technical framework of VERNET.

■ What does the ENX solution bring to VERNET and what are the perspectives of use? CB : Today, the ENX access allows us to get a secure application made available by one of our customers. The method should be progressively extended and VERNET should be prepared to it. Other parties start to send their calls only via the ENX network and VERNET doesn’t want to be excluded from this kind of communication. For the future, we would like to get other services via our ENX network in order to make more benefits from this way of communication and particularly by passing through our EDI exchanges.

67

Members of ■

68

GALIA

ACTIVE MEMBERS

AB INDUSTRIE ACUMENT GIE AFC AGC FRANCE ALCOA FIXATIONS SIMMONDS SAS AMIS (SIFCOR) ARCELORMITTAL ARDEPA ARVIN MERITOR LIGHT VEHICULE SYSTEMS FRANCE AUTOLIV FRANCE AUTOLOG NORBERT DENTRESSANGLE BEHR FRANCE BENTELER AUTOMOTIVE BERU EYQUEM SAS BOLLHOFF OTALU BOSCH SYSTEMES DE FREINAGE BOURBON FABI AUTOMOBILE BOURGUIGNON BARRE BRETAGNE ATELIERS CABLITEC CAILLAU CAILLE CARCOUSTICS CARPENTER CML INNOVATIVE TECHNOLOGIES CODAN FRANCE SAS COMPAGNIE DEUTSCH COOPER-STANDARD AUTOMOTIVE FRANCE DAHER INTERNATIONAL DEFONTAINE DELCAR DELFINGEN INDUSTRY DOURDIN DS SMITH KAYSERSBERG DUFERCO COATING EDSCHA FRANCE ELECTRICFIL AUTOMOTIVE ELECTROPOLI PRODUCTION EURL ERGOM FRANCE ETAPE 63 EURO CN FAURECIA FCI AUTOMOTIVE FRANCE FEDERAL MOGUL GARENNES FEDERAL MOGUL OPERATIONS FRANCE SAS FEDERAL MOGUL SEALING SYSTEMS FEDERAL MOGUL SYSTEMS PROTECTION GROUP FIDAY GESTION FILTRAUTO FONDERIE DE GENTILLY FORGES DE COURCELLES FRANCE JOINT FRANK & PIGNARD FRANTZ ELECTROLYSE FREUDENBERG SAS GALVA 45 GATE FRANCE GATES SAS

GEODIS INTERSERVICES GGB FRANCE EURL GKN DRIVELINE SA GOODYEAR DUNLOP TIRES FRANCE GRIFFINE ENDUCTION GRIS DECOUPAGE GROUPE FSD HALBERG PRECISION LE CHAMBON FEUGEROLLES HARMAN-BECKER AUTOMOTIVE SYSTEMS HELLERMANN FRANCE HEULIEZ HONEYWELL GARRETT HUTCHINSON HYDRO ALUMINIUM STRUCTURES ALUNORD INERGY AUTOMOTIVE SYSTEMS FRANCE INOPLAST ITW FRANCE COMET ITW RIVEX JOHNSON CONTROLS CONFLANS JTEKT HPI SAS KEY PLASTICS INTERNATIONAL KIRCHHOFF FRANCE KONI FRANCE LE RAY TRANSPORTS ET LOGISTIQUE LEGRIS LISI AUTOMOTIVE FORMER LYDALL THERMIQUE ACOUSTIQUE MAGNETI MARELLI MOTOPROPULSION FRANCE MAGNETI MARELLI SYSTEMES ELECTRONIQUES SAS MAHLE FILTERSYSTEME MANN + HUMMEL FRANCE MARTIN TECHNOLOGIES MECANINDUS MECAPLAST METALDYNE INTERNATIONAL FRANCE MGE MGI-COUTIER MICHELIN MOLEX AUTOMOTIVE SARL MOLLERTECH EUROSTYLE MOTEURS LEROY-SOMER NEW STEEL NIEF PLASTIC NOBEL AUTOMOTIVE NORMA FRANCE NORMATRANS NO-SAG OBERTHUR CARDS SYSTEMS OSRAM SASU PERNAT EMILE & FILS PEUGEOT JAPY INDUSTRIES PLASTIC OMNIUM PLASTIQUES PÖPPELMANN FRANCE PLASTO PLASTOHM PLUVIAUD ORGANISATION TPO POLYONE FRANCE PRECIFORGE PRODEMA-MOTTAZ PROFIL’ STYLE AUTOMOBILE

Members of

PSA PEUGEOT CITROËN RECTICEL REHAU RENAULT SAS RIETER AUTOMOTIVE FRANCE ROBERT BOSCH FRANCE SAS SA GPI - GROUPE GERGONNE SAB SACRED SAG FRANCE SCAPA FRANCE SCHAEFFLER FRANCE SCHEFENACKER VISION SYSTEM FRANCE SCHERDEL HERCKELBOUT-DAWSON SCHOELLER ARCA SYSTEMS SCHRADER SEALYNX AUTOMOTIVE SEFI SENIOR AUTOMOTIVE SGI SIEMENS VDO AUTOMOTIVE SILVATRIM SKF FRANCE SOCIETE PARISIENNE DE RESSORTS SOTIRA 53 SPICER FRANCE STEEP PLASTIQUE STREIT MECANIQUE TECMAPLAST TELEFLEX AUTOMOTIVE FRANCE TENNECO AUTOMOTIVE FRANCE THYSSENKRUPP SOFEDIT VENDOME TI GROUP AUTOMOTIVE SYSTEMS TRAMICO TRELLEBORG SEALING SOLUTIONS FRANCE TRESSE METALLIQUE J. FORISSIER TREVES TROIS M FRANCE TRW FRANCE TSD HOLDING TUBEST FLEXIBLE SOLUTIONS TWIN SERVICES TYCO ELECTRONICS UGIMAG FRANCE SAS VALEO MANAGEMENT SERVICES (VMS) VALLOUREC COMPOSANTS AUTOMOBILE VALLOUREC PRECISION ETIRAGE VERNET VIP VISION SYSTEMS AUTOMOTIVE SAS WAGON AUTOMOTIVE WEBASTO SYSTEMES CARROSSERIE WESTAFLEX AUTOMOTIVE GROUP WOCO DECIZE S.A.S. ZANINI FRANCE ZF LEMFORDER METAL FRANCE ZF LEMFORDER TUROVER ZF SACHS SUSPENSION FRANCE

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GALIA

ASSOCIATE MEMBERS A

ACUMENT AMIENS ACUMENT BONNEUIL ACUMENT FOURMIES ACUMENT LA BRIDOIRE ACUMENT LA FERTE FRESNEL ACUMENT VIEUX CONDE AGC AUTOMOTIVE EUROPE ARCELOR AUTOPROCESSING FRANCE ARCELOR TUBES ARVIN EXHAUST ASEC AUTOLIV LIVBAG AVDEL FRANCE CARPENTER ANJOU FRANÇAISE DE MECANIQUE FREUDENBERG MEILLOR SAS GEFCO GROUPE NEYR PLASTIC HONEYWELL MATERIAUX DE FRICTION HUTCHINSON SNC INDUSTRIELLE DESMARQUOY SNC LA SOURCE COMPOSANTS MOTEURS LAJOUS INDUSTRIES LAMINOIRS ET ATELIERS DE JEUMONT LE JOINT FRANCAIS LISI AUTOMOTIVE RAPID MATRIXONE MB AUTOMOTIVE METALTEMPLE MGI-COUTIER MUREAUX MGI-COUTIER SEIM MPAP PAUL JOURNEE PAULSTRA PUM SSC RENAULT ACI SAINT JEAN COMPOSANTS MOTEURS SBFM SCHOELLER ARCA SYSTEMS SUISSE SMAN SNR ROULEMENTS SOCIETE NOUVELLE BEGEY SOFANOU SOFASA SOFIB SOFRASTOCK INTERNATIONAL STA TAILORED BLANK LORRAINE TELMA TIXIS SYSTEMS TRELLEBORG FLUID SYSTEMS TRELLEBORG MODYN TREMOIS TREVEST TRW CARR FRANCE TRW COMPOSANTS MOTEURS

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Members of

GALIA

UGINE VALEO CLIMATE CONTROL (VCC) VALEO COMPRESSORS (VC) VALEO ELECTRICAL SYSTEMS (VES) VALEO ELECTRONIC AND CONNECTIVE SYSTEMS (VECS) VALEO ENGINE COOLING (VEC) VALEO ENGINE MANAGEMENT SYSTEMS (VEMS) VALEO LIGHTING SYSTEMS (VLS) VALEO SECURITY SYSTEMS (VSS) VALEO SERVICE (VS) VALEO SLOVAKIA VALEO SWITCHES AND DETECTION SYSTEMS (VSDS) VALEO TRANSMISSIONS (VT) VALEO WIPER SYSTEMS (VWS) VALFOND REYRIEUX VICKERS WIMETAL

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ASSOCIATE MEMBERS B

CCFA CETIM CT DEC CTN FONDATION AMIPI - BERNARD VENDRE GIFAS ICARE PERFORMANCE 2010 PÔLE PRODUCTIQUE RHÔNE-ALPES SFEPA (FIEV) UTBM

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CLUB MEMBERS

AISAN INDUSTRY FRANCE SA ASAPP CONSULTING AURATECHCOM AXWAY CDC CONFIANCE ELECTRONIQUE EUROPEENNE CEGEDIM-EDI CEGID CELTIC CONSEIL CGEC COVISINT SUBSIDIARY OF COMPUWARE DASSAULT SYSTEMES DATA INTERCHANGE PLC

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DATAKIT DELOITTE CONSEIL DESKOM EBUSINESS EXPERT EDICOM EDT EUROEDI GALION SOLUTIONS GAMMA-WOPLA GENERIX GROUP GEORG UTZ GXS ICD INTERNATIONAL IDESTYLE SERVICES IFS FRANCE INFFLUX INFODEV-INAROB INFOR GLOBAL SOLUTIONS DEUTSCHLAND AG IPLS SA IPOINT-SYSTEMS/ICOMAU ITAC SOFTWARE FRANCE LARSEN & TOUBRO INFOTECH LINPAC ALLIBERT LOG & PI CONSULTING NEDSCHROEF FASTENERS NUMLOG ORANGE BUSINESS SERVICES PEA CONSULTING PLANEXWARE SAGE SAP FRANCE SEEBURGER FRANCE SEEMAGE SERES SILVERPROD SOFRASAR SOFT & COM SOLAR SERVICIOS ON-LINE ARGENTINA SORMA FRANCE SPRING TECHNOLOGIES STERLING COMMERCE SUPPLYON SYLOB TENOR CONSEIL TPV D.D. TX2 CONCEPT UNILOG MANAGEMENT BUMIG VALTECH AXELBOSS VISEO AUTOMOTIVE

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